Employee Involvemen T: Home TV Shows Movies Recently Added My List Adult DVD

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EMPLOYEE
INVOLVEMEN
T 2021 MS TEAM
Employee involvement is One

Approach To Improving
Quality And Productivity.
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EMPLOYEE
Season 9
INVOLVEMENT
1.1 INTRODUCTION 1.2 EMPLOYEE MOTIVATION 1.3 TEAMWORK 1.4 EFFECTIVE COMMUNICATION
1.5 TRAINING AND 1.6 RECOGNITION AND

1.7 FEEDBACK 1.8 PERSONAL APPRAISAL
MONITORING REWARD

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RIGIL BRAYAN MARK CARLO CHRISTINE LESLIE VINCE JUSTINE TRIXIE
Kindergarten First Second Third Fourth Fifth
MANAGE PROFILES
1.1 INTRODUCTION
WHAT IS EMPLOYEE INVOLVEMENT?
• Employee involvement is One Approach To Improving Quality And

Productivity. Employee involvement is not a replacement for
management, nor it is the final word in quality improvement. It is a
means to better meet the organization's goals for quality and
productivity at all levels of an organization.
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1.1 INTRODUCTION
NEED FOR EMPLOYEE
INVOLVEMENT
 To take right decision-making
 Full knowledge & Skill to be used
Solve problems
 Morale & Commitment
 Leadership Creativity & Innovation

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1.2 EMPLOYEE MOTIVATION
Employee motivation is defined as the

level of energy, commitment, persistence
and creativity that a
company's workers bring to their jobs. It
goes without saying that higher employee
motivation leads to better engagement and
productivity.

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What motivates an
employee in workplace?
One of the most important factors
that contribute to employee
motivation is how often their
hard work is recognized. 70%
of employees say that motivation and
morale would improve massively with
increased recognition from managers.

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TYPES OF MOTIVATION
EXTRINSIC MOTIVATION
INTRINSIC MOTIVATION

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TYPES OF MOTIVATION

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1.3 TEAMWORK
Co-operation between those who are working on a task. Teamwork

is generally understood as the willingness of a group of people to
work together to achieve a common aim. For example, we often use
the phrase:” he or she is a good team player”. This means someone
has the interests of the team at heart, working for the good of the
team.

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1.3 TEAMWORK
Objectives of teamwork
Commitment
Increasing Views and Opinions Another common teamwork aim is to
One goal of teamwork is to maximize the stick with the mission or project even
involvement of all participants interested though not everyone agrees with the
in the project's views and opinions. Some final decisions. During a
individuals are more powerful than brainstorming session, for example,
several people will contribute ideas,
others, and their perspectives often
but the project manager may select
become the group's primary viewpoints.
just one and move on with the project.
This specific purpose encourages people This goal ensures that no one takes the
to speak up and share their opinions, decision personally and that everyone
encouraging others to participate. It has works hard to realize the manager's
applications in both the classroom and the vision.
workplace.

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1.3 TEAMWORK
Performance and Final Product-
Budget and Timeframe Improving Individual Workers Another goal of teamwork is to
Individual employees make up a work hard to create a practical and
On any given project or team, and some of them may be high-performing finished product.
assignment, many employers looking for more responsibilities This involves conducting tests,
hope that both the budget and and learning opportunities. One collecting data, and doing
the deadline are respected and aim may be to provide everything possible to develop the
met. Since the budget is often opportunities for learning in the product on a continuous basis. The
issued by managers or given task as well as more goal is crucial because some people
executives, it is the project responsibility, so that staff can gain will accept the product if it proves
manager's duty to keep track of practical knowledge and training. to be functional. The aim, on the
it and ensure that it is adhered Individual employees' skills and other hand, motivates employees
to. abilities can be improved with this to keep working on it in order to
form of goal. make it the best product on the
market.

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1.3 TEAMWORK
TYPES OF TEAMWORK
Informal vs. Traditional-
Self-Directed Teams
Informal teams are typically formed for
social purposes as opposed to the A self-directed team is one that
tradition team that is formed with a develops its own shared purpose or
specific work process or goal in mind. goals and then collaborates to
One example of an informal team would achieve them. Workers on such a
be a group of co-workers who meet team are more optimistic and build
informally over lunch breaks to discuss
a better sense of camaraderie than
problems with the work environment.
on a conventional team. This form
Although this type of teamwork is
formed without a formal structure, it of collaboration fosters a common
can be extremely effective when team sense of responsibility among team
members are dedicated to achieving a members as well as increased
common purpose. Conversely, loyalty to the group. Self-directed
traditional work teams are highly teamwork also promotes
structured and are sometimes confused
imagination and innovation.
with the work group.

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1.3 TEAMWORK
Leadership and Problem Solving-
Virtual Teams
Both the leadership team and the problem-
solving team need leadership teamwork. A Virtual teams have become more popular as
leadership team is usually made up of a technology has progressed to provide
group of managers or other organizational software and multimedia options that allow
leaders who have been brought together companies to extend across greater
with the intention of promoting cooperation geographic distances. Traditional, self-
among departments and units within a directed, or leadership virtual teams are also
business. In the same way that leadership possible. When working with team members
teams put together leaders from different who might never meet face to face, one
units to work together to solve an challenge with this form of teamwork is the
organizational challenge, problem solving enhanced need for transparency. Virtual
teams do the same. To be successful at
teams, on the other hand, will make a
leadership and problem-solving
significant contribution to increasingly global
collaboration, the cost to the individual team
member of not participating in active organizations as they effectively manage
teamwork must be greater than the cost of connectivity needs.
working together.

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1.3 TEAMWORK
TEAMWORK SKILLS Communication Honesty
An essential teamwork skill is the
ability to interact clearly and efficiently.
Practicing honesty and
It is important to exchange relevant transparency at work might mean
opinions, suggestions, and key details working through a disagreement,
while interacting with others. explaining that you were not able
Responsibility
to complete a certain task on time
It is important that all parties involved
are aware of the activities they are or sharing difficult updates.
responsible for and make every effort Active Listening
to achieve them on time and to the
planned standard. They will work You need to listen when someone
together for a common objective if the is talking or sharing their thoughts
whole team is running properly and so that you will know if their
taking responsibility for their own suggestion is good or bad.
work.

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1.3 TEAMWORK
TEAMWORK SKILLS Empathy
Awareness
Empathy for your teammates will
It's important to hone your ability to be
help you understand their always aware of the team relationship
motivations and emotions better. while operating in a squad. For example,
Taking the time to listen and if one person dominates the
consider how others think and conversation or refuses to let others
work will assist you in effectively share their thoughts, it's critical to
interacting with them. restore balance so that each teammate
contributes equally. Alternatively, if one
Collaboration teammate is reluctant or unwilling to
Teamwork is described as the share thoughts, it is important to create
ability of a group of people with a a supportive atmosphere for all
variety of skills and talents to teammates to contribute their specific
skills and abilities.
work together toward a common
goal.

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1.4 EFFECTIVE COMMUNICATION
Effective communication is about more than just

exchanging information. It’s about understanding the
emotion and intentions behind the information. As well
as being able to clearly convey a message, you need to
also listen in a way that gains the full meaning of what’s
being said and makes the other person feel heard and
understood.

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1.4 EFFECTIVE COMMUNICATION

 Be Positive – is the ability to convey messages,
Keys to effective communication even negative ones, in a positive manner.
Positive communication has the power to
 Be a mirror – Mirroring is a
convert even negative feelings into positive simple form of reflecting and
ones and helps you create a positive involves repeating almost exactly
impression for yourself. So practice well to what the speaker says. Mirroring
develop the habit of communicating positively. should be short and simple. It is

usually enough to just repeat key
 Be a listener – Listening is key to all effective
communication. Without the ability to listen
words or the last few words
effectively, messages are easily misunderstood. spoken.
If there is one communication skill you should
aim to master.  Be Real - . More than anything,
 Be an echo - You can be an even better listener be you. Not the performer you.
by practicing a communication skill called Not the pretend you. Not even
“active listening.” Active listening is when you the plastic you. The personal you
occasionally repeat, or echo, key phrases said
will do just fine.
by the other party. By doing this, you
demonstrate that you are engaged in the
conversation.

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1.5 TRAINING AND MONITORING

Necessity for Orientation Training
The Orientation Training should help

the employees to understand the ff, in a
- The employees in their formal particular:
education learn the money  Objectives of the organization
 Requirements and expectations from
techniques covering wide range this team
of topics, from basic principles  His role
to advance topics.  His authority
 The know-how and know-why of the
jobs to be undertaken on day basis
 Familiarity and skill in operating the
tools or machinery connected with
the job in hand

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Experienced Recruits Need More
Orientation
- In the service sector, There is a reluctant on the part of
obsolescence settles in fast. the management to send employees
for training, due to some ff.reasons:
Therefore, there is a continual
change in the business. This
 Excessive workload in the
means, that the employees
organization, which does not
have to acquire the skills permit sending them for training.
needed for designing ,
manufacturing, delivering, and  Non-availability of appropriate
servicing the updated or new training courses.
products or services.  Fear migration of employees after
training.

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PDCA for TRAINING
- Through training contributes to the prosperity of

an organization, it also costs money. Therefore,
PDCA should be used for training of employees in
every organization.
 Plan for Training

 Provide Training
 Measure Training Effectiveness
 Improve Training Effectiveness

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1.6 RECOGNITION AND REWARD

Recognition of Achievement is Important it Select a Few Best Performers Type of Awards
is important to recognize achievement of the attribute for selection of best
employees, customers and suppliers. Every The organization should select
performing employees in ETDC, Chennai
employee or supplier has to meet the the award appropriately. It could
are given below:
requirements to satisfy his customers. be appreciation in an annual
*Commitment
However, there would be a few teams, and meeting, certificates, mementos,
few suppliers, which will excel in their *Creativity
and cash awards.
contributions. Meeting customer *Flexibility
No matter what is the type of
requirements is not enough for recognition. *Adaptability award, the employees will
Exceeding customer requirements or
* Determination definitely be motivated. However,
satisfying customer, whether internal or
external can be considered to be an *Responsibility the organization should be
achievement. consistent in giving the awards.

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1.6 RECOGNITION AND REWARD

Enable Happiness All Around
The recognition and award program should help

the organization amongst all the employees. It
should not lead to bitterness amongst
employees and should not demotivate them.
Hence, before venturing into the recognition
program, the management has to give
considerable thought and then only finalize the
strategy for recognition and awards.

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1.7 FEEDBACK
Feedback to the Employees Vatch Effect of Feedback
Every employee in the organization should receive a Each feedback session is a corrective action of the
feedback on the quality of his output. Quality does not
system, to use the terminology of ISO 9001. therefore,
only mean the conformance of the product or service to
the requirements, but also the timeliness, behavioral the effect of feedback has to be monitored, studied and
requirements and all attributes of TQM. analyze. If the feedback is given in an appropriate
manner and if it is right, then definitely the employee
Giving Appropriate Feedback will be motivated to correct himself.
When a feedback is given, it should be the most
appropriate. The feedback should never be exaggerated or
Continuous Feedback
under played; it should be correct feedback
Like continuous improvement, feedback should also be
given continuously. the feedback will be never ending
Timely Feedback
for any of the supervisory persons, since the system
Feedback should never be accumulated forever. The
feedback , as and when required, should be given at the
will try to drift away from the set goals often and the
appropriate time . The feedback session could be short management will be required to correct the system
and brief so that it will be taken seriously. through the feedback mechanism


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1.8 PERSONAL APPRAISAL

A performance appraisal is a regular review of a Objectives of Performance Appraisal
worker's job performance and overall contribution • To promote the employees, on the basis of performance and
to the company. A performance appraisal, also competence.
known as an annual review, performance review or
• To identify the requirement for training and development of
evaluation, or employee appraisal, assesses an employees.
employee's skills, achievements, and growth—or lack
• To provide confirmation to those employees who are hired
thereof. as probationary employees, upon completion of the term.
Companies use performance appraisals to provide • To take a decision regarding the hike in employees pay,
incentives etc.
employees with big-picture feedback on their work
as well as to justify pay raises, bonuses, and • To facilitate communication between superior and
subordinate.
termination decisions. They can be done at any time,
but they are usually done annually, semi-annually, or • To help employees in understanding where they stand in
quarterly. terms of performance.

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1.8 PERSONAL APPRAISAL Performance Appraisal Criticisms

One problem with performance appraisals is that it can be difficult to distinguish between
individual and organizational performance. It can be harmful if the evaluation's
construction does not represent the culture of a business or organization. Employees are
Types of Performance Appraisal typically unhappy with their performance assessment systems. Other possible problems are
as follows:
 Self-assessment: Individuals rate their job performance and
behavior. • Distrust of the appraisal can lead to issues between subordinates and supervisors or a
situation in which employees merely tailor their input to please their employer.
 Peer assessment: An individual's workgroup or coworkers rate
their performance. • Performance appraisals can lead to the adoption of unreasonable goals that demoralize
workers or incentivize them to engage in unethical practices.
 360-degree feedback assessment: Includes input from an
• Some labor experts believe that use of performance appraisals has led to lower use of
individual, supervisor, and peers. merit- and performance-based compensation.
 Negotiated appraisal: A newer trend that utilizes a mediator • Performance appraisals may lead to unfair evaluations in which employees are judged
and attempts to moderate the adversarial nature of not by their accomplishments but by their likability. They can also lead to managers giving
underperforming staff a good evaluation to avoid souring their relationship.
performance evaluations by allowing the subject to present
first. Also focuses on what the individual is doing right before • Unreliable raters can introduce a number of biases that skew appraisal results toward
preferred characteristics or ones that reflect the rater's preferences.
any criticism is given. This structure tends to be useful during
conflicts between subordinates and supervisors. • Performance appraisals that work well in one culture or job function may not be useful
in another.

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Home TV Shows Movies Recently Added My List ADULT DVD

Employee involvement is One

OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

1.5 TRAINING AND 1.6 RECOGNITION AND

OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

WHAT IS EMPLOYEE INVOLVEMENT?

• Employee involvement is One Approach To Improving Quality And

Add Trailer Title Here

OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

1.2 EMPLOYEE MOTIVATION

Employee motivation is defined as the

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1.2 EMPLOYEE MOTIVATION

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1.2 EMPLOYEE MOTIVATION

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1.2 EMPLOYEE MOTIVATION

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Co-operation between those who are working on a task. Teamwork

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OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

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1.4 EFFECTIVE COMMUNICATION

Effective communication is about more than just

OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

1.4 EFFECTIVE COMMUNICATION

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1.5 TRAINING AND MONITORING

The Orientation Training should help

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1.5 TRAINING AND MONITORING

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1.5 TRAINING AND MONITORING

- Through training contributes to the prosperity of

 Plan for Training

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1.6 RECOGNITION AND REWARD

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1.6 RECOGNITION AND REWARD

The recognition and award program should help

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OVERVIEW EPISODES TRAILERS & MORE MORE LIKE THIS DETAILS

1.8 PERSONAL APPRAISAL

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1.8 PERSONAL APPRAISAL Performance Appraisal Criticisms

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