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Chapter 9

Chapter 9. Engagement, Empowerment, and Motivation. Employee Engagement. Strong emotional bond to their organization Are actively involved in and committed to their work Feel that their jobs are important, know that their opinions and ideas have value

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Chapter 9

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  1. Chapter 9 Engagement, Empowerment, and Motivation

  2. Employee Engagement • Strong emotional bond to their organization • Are actively involved in and committed to their work • Feel that their jobs are important, know that their opinions and ideas have value • Often go beyond their immediate job responsibilities for the good of the organization

  3. How Engagement Leads to Quality

  4. Advantages of Employee Engagement • Replaces the adversarial mentality with trust and cooperation • Develops the skills and leadership capability of individuals, creating a sense of mission and fostering trust • Increases employee morale and commitment to the organization • Fosters creativity and innovation, the source of competitive advantage • Helps people understand quality principles and instills these principles into the corporate culture • Allows employees to solve problems at the source immediately • Improves quality and productivity

  5. Employee Involvement • Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation.

  6. Empowerment • Empowerment – giving people authority to do whatever is necessary to satisfy customers, and trusting employees to make the right choices without waiting for management approval. “A sincere belief and trust in people.”

  7. Examples of Empowerment • Managing work as individuals or teams • Making traditional “managerial” business decisions • Going outside of job descriptions to help customers • Taking risks for the good of the organization even at a short-term cost

  8. Management Action Needed for Empowerment • Identify and change organizational conditions that make people powerless, and • increase people’s confidence that their efforts to accomplish something important will be successful.

  9. Theoretical Basis for Empowerment • Customer satisfaction is correlated to employee satisfaction • Employee attitudes correlate strongly to higher profits • Empowerment leads to improved motivation and morale, as well as better quality, productivity, and speed of decision making

  10. Principles of Empowerment • Empower sincerely and completely • Establish mutual trust • Provide employees with business information • Ensure that employees are capable • Don’t ignore middle management • Change the reward system

  11. Case Studies • DynMcDermott Petroleum Operations Company • The Ritz-Carlton Hotel Company, L.L.C. • Los Alamos National Bank

  12. Reasons for Failure of Empowerment • Management support and commitment is nonexistent or not sustained. • Empowerment is used as a manipulative tool to ensure employees complete tasks and assignments without giving them any real responsibility or authority. • Managers use empowerment to abdicate responsibility or task accountability, accepting accolades for successes and assigning fault to others for failure. • Empowerment is deployed selectively, segmenting the workforce into those who are empowered and those who are not. • Empowerment is used as an excuse to not invest in training or employee development. • Managers fail to provide feedback and do not recognize achievements.

  13. Successful Empowerment • Provide education, resources, and encouragement • Remove restrictive policies/procedures • Foster an atmosphere of trust • Share information freely • Make work valuable • Train managers in “hands-off” leadership • Train employees in allowed latitude

  14. Motivation • Motivation - an individual’s response to a felt need • Views • Extrinsic • Intrinsic

  15. Compensation • Effect on motivation • Merit versus capability/performance based plans • Gainsharing

  16. Recognition and Rewards • Monetary or non-monetary • Formal or informal • Individual or group

  17. Effective Recognition and Reward Strategies • Give both individual and team awards • Involve everyone • Tie rewards to quality • Allow peers and customers to nominate and recognize superior performance • Publicize extensively • Make recognition fun

  18. Work Environment • Quality of working life • Ancillary services

  19. Engagement and Theories of Motivation • Job Characteristics Theory • Acquired Needs Theory • Goal-Setting Theory

  20. Hackman-Oldham Model

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