Motivating employees

MOTIVATION

ABILITY
(Skills, Equipment, Supplies, Time)

PERFORMANCE

How supervisors can motivate

1. Making work interesting; Job rotation, cross-training, job
enlargement, job enrichment

2.
3.

Having high expectations; Pygmalion effect

Providing rewards that are valued

4.
5. 6. 7.

Relating rewards to performance

Treating employees as individuals Encouraging employee participation: Planning & decisions Providing feedback: Feedback on performance, praise

Maslows Hierarchy of Needs

Self Actualization Needs Esteem/Ego Needs Social Needs Security Needs Opportunities for training, advancement, creativity, hobbies, education Recognition, high status, increased responsibilities Family, friends, work groups, coworkers Safe work, fringe benefits, job security Food, water, base salary

Physiological Needs

Money as a motivator
Money motivates people when it meets their needs. The employees must believe they are able to achieve the financial rewards the organization offers.

Pay plans using financial incentives

Financial incentives are payments for meeting or exceeding objectives.
PIECEWORK SYSTEM

PRODUCTION BONUS SYSTEM

COMMISSIONS PAYMENTS FOR SUGGESTIONS GROUP INCENTIVE PLANS

COMMUNICATION

Is a process of influence

THE COMMUNICATION PROCESS

-The sender has an idea -The idea becomes a message

-The message is transmitted

- The receiver gets the message

-He reacts & sends feedback to the sender

SUGGESTIONS FOR IMPROVING COMMUNICATION Think about your receiver Think about your purpose

Use concrete, specific language

Stick to the point Connect new information to existing ideas Emphasize and review key points Try to minimize noise Facilitate feedback

DIFFERENCE BETWEEN LISTENING AND HEARING All listening involves hearing but not all hearing involves listening. Listening is an active,and thinking

communication act, whereas hearing is a passive physical one.

10 STEPS TO GOOD LISTENING

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Stop talking Put the other person at ease Show that you want to listen Remove any potential distractions Empathize with the other person Dont respond too quickly; Be patient Dont get mad; Hold your temper Go easy on argument and criticism Ask questions Stop talking

Working with teams

Groups
TWO OR MORE PEOPLE WHO INTERACT WITH ONE ANOTHER, ARE AWARE OF ONE ANOTHER AND THINK OF THEMSELVES AS A GROUP

Groups in Workplace
Functional Groups
Groups that fulfill ongoing needs in the organization by carrying out a particular function Groups that are set up to carry out a specific activity & then disband when the activity is completed

Task Groups

Formal Groups

Groups set up by management to meet organizational objectives Groups that are form when the individual in the organizational develop relationships to meet personal needs

Informal Groups

Personal reasons for joining groups

Strength in Numbers
Closeness Common goals Achievement of personal objectives

Characteristics of Groups
ROLE
Pattern of behaviour related to employee position in the group
Role conflicts is a situation in which a person has two different roles that call for conflicting types of behavior

NORMS
Groups standards for appropriate or acceptable behaviour

STATUS
A group members position in relation to others in the group

COHESIVENESS
Degree to which group members sticks together

SIZE

HOMOGENEITY
EFFECTIVENESS

Stage of group development

Productivity and Morale

High

Low Orientation
Key Productivity (amount of work) Morale of group members

Dissatisfaction Stage

Resolution

Production

ORIENTATION:
Group is new, members are highly motivated Doesn't has the experience to work together efficiently Group members are concerned about what to do Role of supervisor is to clarify objectives and provide direction

DISSATISFACTION:
Group members are able to learn their roles and the group objectives, the group moves to dissatisfaction . Members have learned to work together, their initial enthusiasm has given away to disappointment with day to day realities of being part of a group While continuing to help group members develop competence, the supervisor must focus more on encouraging and motivating them

RESOLUTION:
If group members are able to reconcile the differences between their initial expectations and the realities they experience, the group moves to resolution. Productivity and morale improves Supervisor should focus on helping in conflict resolution & encourage group members to participate in planning & decision making

PRODUCTION:
If group members continue to resolve conflicts and develop a workable structure for the group, their output and morale will continue to increase Group effectively working as a team Conflicts are resolved by a team Supervisor should give the members more autonomy

TERMINATION:
At point some point the group must come to an end

Discussion Question
If the group terminates before production stage and if the group terminates after production stage, what would be possible repercussion?

The supervisor as a leader

Leading
LEADING IS A MANAGEMENT FUNCTION OF INFLUENCING PEOPLE TO ACT OR NOT ACT IN A CERTAIN WAY
Characteristic of a successful leader:
Sense of responsibility Self-confidence High energy level Empathy Sense of Humor

Leadership Styles
DEGREE OF AUTHORITY RETAINED:
Authoritarian Style Leader retains a great deal of authority Democratic Style Leader allows subordinates to participate in decision making and problem solving

Laissez-faire style Leader is uninvolved and lets subordinates direct themselves

Leadership Styles
ORIENTATION:
Task Oriented Focuses on jobs to be done and goals to be accomplished When the work gets done correctly and on time, a task oriented leader is satisfied People Oriented Is concerned primarily with the well-being of the people he manages This type of leader emphasizes issues such as morale, job satisfaction, and relationships among employees

Leadership Styles
ATTITUDE TOWARDS GROUP:
Theory X People dislike work and try to avoid it, that they therefore must be coerced to perform, that they wish to avoid responsibility and would prefer to be directed, and their primary need is for security Theory Y Working is as natural an activity as resting or playing, and people will work hard to achieve objectives they are committed to. They can learn to seek responsibility and to be creative in solving organizational problems

Managing conflict
Conflict
THE STRUGGLE THAT RESULTS FROM INCOMPATIBLE OR OPPOSING NEEDS, FEELINGS, THOUGHTS, OR DEMANDS WITHIN A PERSON OR BETWEEN TWO OR MORE PEOPLE.

Types of Conflicts
Intrapersonal conflicts Interpersonal conflicts Structural conflicts
Differing goals Mutual dependence of departments Unequal dependence of department Line & Staff Ambiguities Dependence on common resource

Strategic Conflicts
Planned and often intentionally started

Negative aspects of conflicts

Loss Time

Loss Resources
Sabotage Stealing Lying Distortion Effect quality / productivity

Positive aspects of conflicts

Conflicts causes changes Conflicts activate people Conflict is form of communication Conflict is healthy because it relieves emotions Conflict is educational Aftermath of conflict is stronger & better working environment

Strategies for managing Interpersonal Conflicts

COMPROMISE
Settling on a solution that gives each person part of what he or she wanted; no one gets everything, and no one loses completely Managing a conflict by pretending it does not exist

AVOIDANCE AND SMOOTHING

FORCING A SOLUTION

A person or group with power decides what the outcome will be

Conflict resolution Managing a conflict by confronting the problem and solving it

CONFRONTATION OR PROBLEM SOLVING

Mediating Conflict Resolution

1. 2. 3. Begin by establishing constructive environment. Ask each person to explain what the problem is. When all parties understand what the problem is, have them state individually what they want to accomplish or what will satisfy them.

4.
5. 6. 7.

Restate in your own words what each persons position is.

Have all participants suggest as many solutions as they can. Encourage the employees to select a solution that benefits all of them. Summarize what has been discussed and agreed upon.

Problem solving and decision making

1. GET THE FACTS:
Review the record

Talk with the individuals concerned

Get opinion & feelings Prioritize

BE SURE TO HAVE WHOLE STORY

2. CLEARLY DEFINING OBJECTIVES:

Be positive to solve problem
Dont jump to conclusion

10,000 9,000 8,000 7,000

Rejected CDs

100%

Pareto Chart:

75%
6,000 5,000 4,000 3,000 2,000 1,000 -

50%

25%

Offset printing

Replication

Silk printing
Rej. type Qty. 5,564 2,776 681 Cum. 5,564 8,340 9,022 % 62% 31% 8% Cum. 62% 92% 100%

Note: Figures used are yearly estimates based on 3 months average of Jan to March, 2008

Offset printing Replication Silk printing TOTAL

9,022

100%

3. DECIDE CAUSE OF PROBLEM:

Fit the facts together Relate the event to each other Cause-and-effect diagram, 5 Whys?

4. DEVELOP SEVERAL SOLUTIONS:

What possible actions are there? Check practices & policies Consider the effect on individual/group output Remember your objectives Decide effective solution

ISHIKAWA DIAGRAM / FISHBONE DIAGRAM / CAUSE-AND-EFFECT DIAGRAM

MATERIAL
Drying of ink due to not closing container tightly

MAN
Lack of awareness

Not understanding instructions Not following instructions

Ink inconsistency

Lack appropriate skills

Lack of humidity control

Lack of temperature control

No proper method for handing & taking over work between shifts

Work sheet errors

More rejections in night shift

Machine inconsistency

ENVIRONMENT

METHOD

MACHINE

No proper maintenance

High Offset Printing Rejection

5. TAKE ACTIONS:
Are you going to take action yourself? Do you need help in taking your action? Should you inform your supervisor of your action? Watch the timing of your action

6. CHECK RESULTS:
How soon to follow up? Watch for changes in attitudes, relationships, and outputs? Did your action achieve your objectives?

Guidelines for Decision Making

Consider the consequences Respond quickly in crisis Inform the manager Be decisive yet flexible Avoid decision making traps

Traps to be avoided in Decision Making

Failing to consult with others Never admitting a mistake Constantly regretting decision

Failing to refer to previous decisions

Failure in gathering and examining data

Promise that cannot be delivered

Delaying decision too long