Engagement, Empowerment, and Motivation: Quality & Performance Excellence, 8 Edition

Quality & Performance
Excellence, 8th Edition

Chapter 9
Engagement,
Empowerment, and
Motivation
S
Outline
 Explain the scope of employee engagement
 Explain the importance of empowerment and

principles of successful empowerment,
 Provide examples of firms practicing employee
engagement
 Link engagement and empowerment to theories of
motivation
2
Workforce 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
Drivers of Workforce
Engagement (1 of 2)
 Commitment to organizational values.

 Knowing that customers are satisfied with
 products and services.
 Belief that opinions count.
 Clearly understanding work expectations.
 Understanding of how personal contributions
 help meet customer needs.
4
Drivers of Workforce
Engagement (2 of 2)
 Being recognized and rewarded fairly.

 Knowing that senior leaders value the workforce.
 Being treated equally with respect.
 Being able to concentrate on the job and work
processes.
 Alignment of personal work objectives to work
plans.
5
How Engagement
Leads to Quality
6
Advantages of Workforce
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
7
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.
 simple sharing of information
 providing input on work-related issues
 making suggestions
 self-directed responsibilities
8
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.
9
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
10
Management Action Needed for
Empowerment
1. Identify and change organizational

conditions that make people powerless,
and
2. Increase people’s confidence that their
efforts to accomplish something
important will be successful.
11
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
12
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
13
Reasons for Failure of
Empowerment (1 of 2)
 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.
14
Reasons for Failure of
Empowerment (2 of 2)
 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.
15
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
16
Employee Engagement in Action
 DynMcDermott (DM) Petroleum Operations

Company
 Hewitt Associates
 Los Alamos National Bank
17
Motivation
 Motivation - an individual’s response to a

felt need
 “What’s in it for me?”
 Views
 Extrinsic
 Intrinsic
18
Compensation
 Effect on motivation
 Merit versus
capability/performance based
plans
 Gainsharing
19
Recognition and Rewards
 Monetary or non-monetary
 Formal or informal
 Individual or group
20
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
21
Work Environment
 Quality of working life and employer-provided

services
 personal and career counseling,
 career development and employability services,
 recreational or cultural activities,
 daycare, special leave for family responsibilities or
for community services,
 flexible work hours, outplacement
 services, and extended health care for retirees
22
Engagement and Theories of
Motivation
 Job Characteristics Theory (Hackman-
Oldham model)
 Acquired Needs Theory
 Goal-Setting Theory
23

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Quality & Performance

Excellence, 8th Edition

 Explain the scope of employee engagement

 Explain the importance of empowerment and

 Strong emotional bond to their organization

 Are actively involved in and committed to their

 Commitment to organizational values.

 Being recognized and rewarded fairly.

 Replaces the adversarial mentality with trust and cooperation

 …any activity by which employees participate in

 Empowerment – giving people authority

 Managing work as individuals or teams

1. Identify and change organizational

 Customer satisfaction is correlated to employee

 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

 Management support and commitment is nonexistent or

 Empowerment is deployed selectively, segmenting the

 Provide education, resources, and encouragement

 DynMcDermott (DM) Petroleum Operations

 Los Alamos National Bank

 Motivation - an individual’s response to a

 Give both individual and team awards

 Tie rewards to quality

 Allow peers and customers to nominate and recognize

 Make recognition fun

 Quality of working life and employer-provided

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