&
Group Members
Ketan Darji Sanjay Desai Durgesh Pandya Pushpak Gediya Darshik Gohel
Roll No. Roll No. Roll No. Roll No. Roll No.
06 - 07 - 08 - 09 - 10
14-Apr-12
PGDM/Sem-2/HRM presentation/Grp No.2
Major Topics
Employee Empowerment
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What is Employee Empowerment?? How to Recognize Empowered Employees?? What are the inhibitors of Empowerment?? How to Achieve Full Participation of the employees?? Managements Role in Empowerment & Implementing Empowerment. Advantages. Disadvantages Empowerment strategies for healthy workplaces. Quality Circle (Q.C.)
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Major Topics (cont.)
Employee Engagement
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What is Employee Engagement?? Which are the 12 important things to the Employee?? What are the reasons, Engagement matters?? What are the methods of measuring Engagement?? Prohibitors of Engagement?? Indicators of Engagement?? What are the barriers impeding Engagement?? How to deal with disengaged employees?? Conclusions.
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Employee Empowerment
Employee Empowerment Defined
Employee Empowerment is giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service. It could also be defined as controlled transfer of authority to make decisions and take actions. What is needed?
Successful implementation of empowerment requires change in corporate culture.
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Rationale
An aspect of Working Smart Empowerment is the key to motivation & Productivity. It enables a person to develop personally & professionally.
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How to Recognize Empowered Employees
Taking Initiative
Identifying Opportunities
Thinking Critically
Building Consensus
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PGDM/Sem-2/HRM presentation/Grp No.2
Inhibitors of Empowerment
Resistance from Employees & Unions
Resistance from Management
Insecurity Personal Values Ego Management Training Personality Characteristics of Managers Exclusion of Managers
Organizational Structure & Management Practices
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Achieving Full Participation
Removing Hidden Barriers
Negative Behavior Poor Writing Skills Fear of Rejection Inconvenience
Encouraging new Employees Coaching Reluctant Employees
Assess Investigate Match Choose Manage
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Managements Role in Empowerment & Implementing Empowerment
Managements Role:
Commitment Leadership Facilitation
Implementing Empowerment:
Development of Suggestion Systems Considering the Employees Point of View Putting Vehicles in Place
Brainstorming Nominal Group Technique Quality Circles Suggestion Boxes Walking & Talking
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Organizational improvement through employee empowerment
First, empowerment can strengthen motivation by providing employees with the opportunity to attain intrinsic rewards from their work, such as a greater sense of accomplishment and a feeling of importance. Intrinsic rewards such as job satisfaction and a sense of purposeful work can be more powerful than extrinsic rewards such as higher wages or bonuses.
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Organizational improvement through employee empowerment (cont.)
The second means by which employee empowerment can increase productivity is through better decisions. Especially when decisions require task-specific knowledge, those on the front line can often better identify problems.
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Eg:- Toyota
Toyota Motor Company empowers some of its employees to identify and help remedy problems occurring during product assembly. An automobile coming off Toyota's assembly line with a paint defect is seen as an opportunity to delve into the root cause of the defect, as opposed to merely fixing the defect and passing it on to distributors for resale.
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Advantages
It enhances motivation. It increases employee commitment It increases team spirit It frees the time of senior management and they can focus on more strategic decisions lower absenteeism and better productivity Employees are more likely to agree with changes if they participate in decision making.
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Disadvantages
Employees can abuse the increased power given to them Not all staff is trained to operate in dynamic environment and hence take decisions You cannot standardize the processes Conflict can increase - interpersonal relations may suffer coz there can be a clash between employees There is an increased cost to the organization for training and education
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Empowerment strategies for healthy workplaces
Access to formal power
Ability to exercise creativity and discretionary decision-making
Access to informal power
Open communication and information channels with colleagues, subordinates and supervisors
Access to Opportunity
Providing opportunity to employee to do better performance
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Empowerment strategies for healthy workplaces (cont.)
Access to information
Open, honest access to information in a timely manner Creation and maintenance of both formal and informal lines of communication
Access to support
Support from peers and superiors to cope with increased workload Participative management and decision making practices Regular, specific, and timely positive feedback
Access to resources
Lighten overloaded work schedules Increase staffing levels to make more time available for patient care Availability of properly functioning equipment, supplies and time to accomplish work
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Quality Circles (QCs)
It is a work group of employee who meet regularly to discuss their quality problems, investigate causes, recommended solution and take a corrective action. Objective of QC 1. Improvement in quality of product manufactured 2. Improvement in method of production 3. Development of employees participating in QC 4. Promoting their employee 5. Respect humanity and create a happy work place worthwhile to work
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Quality Circles (QCs) Main features
Voluntary Groups Small Size Regular Meeting
Independent Agenda
Quality Focused
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Developing Quality Circles in Organizations
Publishing the Idea
Constitution of QC
Initial Problem Solving
Presentation and Approval of Suggestions Implementation
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Empowered Teams
Identification of Responsibility
Methods of Monitoring and Feedback
Specification of Members Responsibility
Determination of Training Needs Work Plan for change
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Life Stages of an empowerment group
Forming Stage
Storming Stage
Norming Stage
Performing Stage Adjourning Stage
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Employee Engagement
Tell me what you want me to do and Ill do it.
Engaged?
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What is Employee Engagement??
Employee Engagement exists when the employee feels: Physically Intellectually Emotionally attached to their work (Kahn,1990) The extent that an employee is psychologically present in an organization role.
Employee engagement research claims that it
Predicts organizational and financial success through task and job motivation and organizational commitment. Increases with positive measures:
Workload (reasonably) Control Rewards and recognitions Community and social support Perceived fairness Values fit
Burnout 14-Apr-12
is defined as negative measurements in these areas.
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12 Things Important to Employees
Principles:
From Gallups Q12: Encourages Development Knowing whats Expected Having the Right Materials & Equipment Opportunity to Do What I Do Best Recognition & Praise Caring for Me as a Person
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12 Things Important to Employees
Principles
(cont.):
(cont.)
My opinion Counts Connection with Mission of Organization Co Workers Committed to Quality Work I have a Best Friend at Work Someone Has talked with Me About my Progress Opportunities to Learn and Grow
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Reasons that Engagement Matters
To enhance customer service and help drive customer satisfaction To improve organizational productivity To improve the bottom line To positively affect teamwork and morale To reduce turnover To align employees with strategy To attract new employees To build a succession pipeline To help workers live more satisfying lives To reduce absenteeism 54% 47% 44% 83% 81% 75% 68% 64% 64% 64%
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Methods of Measuring Engagement
Exit interviews Tracking turnover Regular employee surveys Informal discussions with employees Tracking absenteeism Input from employees' supervisors Employee focus groups Feedback on leadership One-on-one interviews with employees Our organization does not formally measure engagement Engagement included in performance management system 31% 28% 24% 23% 20% 16% 14% 45% 43% 57% 53%
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Top 10 Predictors of Engagement
Positive attitudes toward peers & customers Excellent job skills Desire to set and achieve goals Adaptable Intelligent Passion for work Confident in work abilities History of hard work Emotionally mature Dutiful 49% 58% 57% 73% 73% 69% 67% 67% 66% 65%
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Top 10 Indicators of Engagement
Willingness to contribute effort beyond the job parameters Speaks positively about the employer Willingness to recommend the company to others Customer satisfaction scores Apparent enjoyment of work Enthusiasm for learning new skills/gaining new knowledge Ability to become absorbed in the job Willingness to offer suggestions High performance ratings High scores on engagement-related survey questions 81% 78% 76% 71% 67% 66% 62% 61% 60% 58%
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Top 10 Drivers of Engagement
Good relationships between employees & immediate supervisors A sense that employee opinions count Opportunities to excel Resources needed to get work done right Good relationships with co-workers Clear communication organization wide Career development opportunities Individual and organizational goal alignment Good relationships between employees & top leaders Recognition and rewards 91% 84% 82% 80% 79% 78% 76% 75% 74% 72%
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Top Barriers Impeding Engagement
Senior leaders are not held accountable for employee engagement Supervisors are not held accountable for employee engagement Managers skill deficits in supporting engagement 42% 57%
57%
Lack of opportunity for advancement Employee performance assessments do not address engagement Stressful work hours or scheduling
39%
37%
35%
Unpleasant or stressful work environment Organizational goals and values not understood or communicated
32%
27%
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Conclusions
Clear recognition that engagement is vital, so needs to be priority for management processes Investment in a learning culture is associated with an engaged workforce Facilitating engagement involves developing managers skills in many engagement-related areas
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Dealing with Disengaged Workers
Ignore worker disengagement and focus solely on performance One on one discussion/counseling with employee and supervisor Focus efforts and resources instead on employees who are engaged Determine causes of disengagement and act to resolve them Address disengagement during employee performance appraisal Encourage disengaged workers to pursue opportunities elsewhere Provide mentoring/coaching for disengaged workers Involve co-workers to positively influence disengaged employees Arrange a transfer of location or job/job duties for disengaged employee 9% 7% 20% 18% 14% 29% 29% 28% 27%
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Conclusions (cont.)
Boosting engagement doesnt necessarily mean spending large amounts of resourceslearning strategies such as peer coaching, stretch assignments and other activities were rated as important Need for more proactive analysis and measurement of engagement
Danger in ignoring or becoming passive about disengaged workers
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Bibliography
WEBSITES
www.google.com www.authorstream.com www.slidesworld.com www.scribd.com www.managementparadise.com
REFERENCE BOOKS
Khanka S.S., HUMAN RESOURCE MANAGEMENT, 1ST edition, published by Ravindra printers (Pvt.) Ltd, New Delhi in 2003
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Questions/Queries
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