What Egyptian Workers Want Final Till 27 Apr 2015

What EGYPTIAN workers want to

motivate them Based on ageTo : Dr. Hesham Sadek

Class : 45 C

Mahmoud Hosny

Mahmoud Hussein

Mohamed Abdallah

Mohamed Ali

Mohamed Hassan

Mohei El Dine Fouad

Heba Ahmed

Khaled Omar

Maryam Riad

Group: B

Agenda

1. The wider context

4. Meetings with Employees from different age range : Understanding their perspectives about ………..

5. The Motivation Factors Definitions

8. The Recommendations

P

P

7. The result

3. The Definitions of Motivation Theories P

2. Search on Motivation scientists, definition & theories P

P

2

P

P

6. Conducting in-site & online survey P

1. The wider context

3

1. The wider context

4

Increased recognition

Across the world the approach to reward is shifting away from paternalism and towards a performance and recognition based approach

Focus on benefitsThe succeeded companies are refocusing on employee benefits

Market conditions

Economic conditions are still restricting pay inflation globally

WHY

• Rapid growth: what worked before may not work in a larger companies

• Some companies has an increasingly commercial focus and a high performance culture

• Its values of and its development focus are more important than ever.

• And it is committed to long-serving individuals who dedicate their careers to the work of these companies.

HR innovative activities in the companies Which value HR

2. The Motivation Theories

5

2. Definition of Motivation :

The psychological forces that determine the

direction of a person’s level of effort, as well

as a person’s persistence in the face of

obstacles.

The direction of a person’s behavior refers to the

many possible actions that a person could engage

in, while persistence refers to whether, when

faced with roadblocks and obstacles, an

individual keeps trying or gives up.* SHRM HR Glossary: www.shrm.org /TemplatesTools/Glossaries/HRTerms /Pages/m.aspx

6

Scientific Manageme

nt

2. The Theories of Motivation

7

Taylor MaslowMcGrego

r PetersDrucke

rMayoHerzberg

Human Relations

Management

Hawthorne Effect

Hierarchy of Needs

Two Factor Theory

Motivators Hygiene or Maintenanc

e

Theory X

Theory Y

Importance of

Objectives

Involving Employee

s

Recognizing

Champions

3- The Definitions of Motivation

Theories

8

Control over the employees.

Autocratic style of management.

Workers are lazy

Only motivation is by money

Motivation using piece-rate payment

The Theories of Motivation

10

Taylor: Scientific Management

Motivation using human/social needs

Increase motivation by:

Better communication

Involvement in employees working lives

Working in groups

Team working

personnel departments to look after employees interests

The Theories of Motivation

12

Mayo’s : Human Relation Management

How to motivate someone in Self actualization ?

By challenging him

The Theories of Motivation

14

Maslow : Hierarchy of Needs

15http://www.hrzone.com/community-voice/blogs/steve-smith-0/how-maslows-hierarchy-of-needs-influences-employee-engagement

Motivators Factors that directly motivate people Giving responsibility, recognition for good work,

opportunities for promotion

Hygiene (maintenance) factors Factors that can de-motivate if not present but

do not actually motivate employees to work harder

Pay, working conditions, job security

Use job enrichment and empowerment (delegating more power to employees to make their own decisions).

The Theories of Motivation

17

Herzberg : Two Factor Theory

Theory “X” view workers as Prefer to be led Dislike work Lack ambition Are irresponsible Resist change Prefer to be led

Theory “Y” view workers as Willing to work Capable of self control Willing to accept responsibility Imaginative and creative Capable of self-direction

The Theories of Motivation

19

McGregor: Theory X and Theory Y

Drucker : Importance of Objectives Setting objectives is a key method of

motivation

Important that employees can measure their performance

Profit targets are important motivators

Also supported good pay, promotion & communication

The Theories of Motivation

20

Drucker : Importance of Objectives

Setting objectives

Employees Should measure their performance

Profit targets as motivators

Good pay, promotion & communication

The Theories of Motivation

21

Sense of recognition

Involve workers in all aspects of the business

Offer financial incentives (e.g. target-related bonuses)

Provide job security

The Theories of Motivation

23

Peters : Involving Employees

4. Meetings with Employees

from different age range : Understanding their

perspectives about ………..

24

5. What we heard: Employees 31- 40 perspectives

25

“ The educational

allowance is a major selling

point comparing to internationals

companies”

“At the top of the pay band,

high performers lose out on salary and pension

increases”

“This is a flat structure. I

can’t see the opportunity

for progression”

“Training is available to do your job – but

not to step into the one above”

“Advertising externally

makes us feel like we are not good enough to

apply for the job”

“I don’t understand how to get promoted”

“There is no transparency

around the link between rating

and bonus”

“We Want competitive

salaries”

“I’m paid very well”

Employee survey: key findings

26

Salaries, compensation Benefits

Safety at the work place

Link between appraisal & reward The gap between the

position

Pay bands positioned to the market

Flexible Working Schedule

Retirement plans and packages

Career Path

Allowances such as Housing and Education

Competitive reward

proposition

Tuition Allowances

5. The Motivation Factors

Definitions

27

1- Interesting Work

28

Interesting means engaging or exciting and holding the attention or curiosity.

Provides opportunity to learn, progress and contribute to the organization

An interesting job is a Job that:

Utilize my skills are to the maximum and allows me to grow within the organization.

An Ideal Interesting Job is :

Opensupportive

Entrepreneurialstimulating

Collaborative Inspiring

Focused on fostering strengths

• When an employee like his work, don’t get bored , learn new skills , feel supported, and is a part of the succession of the job

2- Appreciation of Work

29

William James said: "The deepest desire in human nature is to be appreciated."

Career opportunities.

Other forms of no-cost appreciating:

Recognition at a team meeting or in a company newsletter.

Employees who work harder

80 % are motivated to, when they are

appreciated

40 % work harder when the boss is

demanding or when they fear to lose the

job

• Everyone want to know that their efforts are being seen and appreciated, especially by their manager.

3- Being Included

30

In low power distance culture, everyone is perceived to have the potential to contribute to the decision-making process; in fact,

everyone is assumed to have equal rights

Increases morale, job satisfaction and enhances productive efficiency

As such, employees consider it their right to participate in decisions that concern them

Increase in employees’ commitment and acceptance of decisions through a sense of “ownership”

Maximizes viewpoints and a diversity of perspectives

• When people get to participate in creating a system or process, they are much more likely to follow it than one simply imposed upon them by an outside expert.

• It saves the company time and money

Allows employees to use their private information, which can lead to better decisions for the organization

4- Job Security

31

Assurance (or lack of it) that an employee has about the continuity of gainful employment for his or her work life.

The terms of the contract of employment.

Job security usually arises from

Or Labor legislation that prevents arbitrary termination, layoffs, and lockouts.

It may also be affected by general economic conditions

• Is the probability that an individual will keep his or her job

• According to SHRM : A job with a high level of job security is such that a person with the job would have a small chance of becoming  unemployed.

Collective bargaining agreement.

5- Good Wages

32

Fair wage refers to wage levels and company practices regarding wages that provide a living wage for workers while

still complying with all national regulations

maintain a decent standard of living for themselves and their families.

With a fair wage, employees should be able to :

Robert Bosch, founder of the world's largest automobile parts supplier, said:

"I do not pay good wages because I

have a lot of money;

I have a lot of money because I pay good

wages."

such as :

• minimum wage

• overtime payments

• provision of paid holidays

• Others …..

6- Promotion and Growth

33

According to Pigours and Myers: “Promotion is advancement of an employee to a better job”

Greater responsibility

better in terms of

Greater skill

And especially increased rate of pay or salary

Types of Promotion:

• Horizontal

• Vertical

• Dry

More prestige or status

7- Good Working Conditions

34

The conditions in which an individual or staff works, including but not limited to such things as amenities, physical

environment, stress and noise levels, degree of safety or danger, and the like.

To get the most out of employees

At the minimum,

you must offer a safe, clean, and sanitary work site.

Allow people to personalize their own work sites

with photos or small trinkets

If you want to get the most out of people you need to create an environment that facilitates success.

help them take pride in their workspace,

even if it is only a cubicle or workstation.

http://www.businessdictionary.com/definition/working-conditions.html

they will feel like they have a place

that belongs solely to them.

8- Loyalty to employees

35

The employer has a moral obligation to make business decisions to advance the welfare of employees.

Respectful treat

This includes:

Good Working Conditions

• An ethical employer does not think of employees only as a means to an end.

• Employees must be treated as a major stakeholder group.

Fair Payment

9- Tactful Discipline

36

Written, step-by-step process which a firm commits itself to follow in every case where an employee has to be warned,

reprimanded, or dismissed.

There are many ways to approach a member of your staff when you need to correct a behavior or a possible

mistake

Being tactful, sensitive and using a coaching, teaching model to correct work deficiencies

Failure to follow a fair, transparent, and uniform disciplinary procedure,

may result in legal penalties (damages)

How the supervisor handles employees mistakes, will make a critical difference to sustaining employee motivation

but one rule of thumb is to always

sandwich with positive.

http://www.businessdictionary.com/definition/disciplinary-procedure.html#ixzz3USkit2dr

and/or annulment of the firm's action.

10- Sympathetic Help

37

The Supervisor has to differentiate When a great employee whose work suffers from personal problem.

By recognizing their accomplishments, and help them feel like an important part of the organization

By taking the time to understand what’s going on in your employees’ lives

Open lines of honest communication, so that employees can feel encouraged to ask for help

then direct them to HR Dep.

A Smart managers knows he is not therapist

But he should recognize that any employees is having personal problems that are affecting his job performance

Implement policies that increase morale and job satisfaction

http://wheniwork.com/blog/what-todays-employees-want-from-their-managers/

Or to the Employee Assistance Programs.

5. Conducting in-site

& online survey

38

Survey Site

39

Survey Design (a)

42

•Gender: Male Female

•Age:Under 30 31 – 40 41 – 50 Over 50

•Company Sector Governmental Private sector NGO

43

Inte

rest

ing

Work

6

• I am inspired to meet my goals at work.

1-

• I get excited about going to work.

2-

• I am often so involved in my work that the day goes by very quickly.

3.

• I am determined to give my best effort at work each day.

4.

• When at work, I am completely focused on my job duties.

5.

• Employees here are willing to take on new tasks as needed.

6.

Questions 1:

Ap

pre

cia

tion

of

W

ork

4

• Management within my organization recognizes strong job performance.

1-

• financial appreciation is enough as a motivator.

2-

• Your efforts not being recognized by your manager affects negatively your performance.

3.

• work appreciation is important to you

4.

5.

Questions 2:

Bein

g I

nclu

ded

2

• I am satisfied that I have the opportunities to apply my talents and expertise.

1-

2-

• I feel completely involved in my work.

2.

•

4.

5.

Questions 3:

Job

Secu

rity

4

• I am satisfied with my overall job security.

1-

• My organization's fiscal well-being is stable.

2-

• Would you scarify a high wage job for another with more job security

3.

• the rate of turn over in your company affects your performance.

4.

5.

Questions 4:

Good

Wag

es

5

• I am satisfied with my overall compensation.

1-

• I am compensated fairly relative to my local market

2-

• I am satisfied with my total benefits package.

3.

• I am satisfied with the amount of paid leave offered by my organization.

4.

• I am satisfied with the retirement plan offered by my organization.

5.

Questions 5:

Pro

moti

on

an

d

gro

wth

3

• I am satisfied with my opportunities for professional growth.

1-

•

2-

• I am pleased with the career advancement opportunities available to me.

2.

4.

• My organization is dedicated to my professional development.

3.

6.

Questions 6:

Good

Work

ing

C

on

dit

ion

s

3

• I am satisfied with the workplace flexibility offered by my organization.

1-

•

2-

• My organization has a safe work environment.

2.

4.

• Having a smoke free work place affects your comfort

3.

6.

Questions 7:

Loya

lty

to e

mp

loye

e

5

• I am satisfied with the job-related training my organization offers.

1-

• I am satisfied with the investment my organization makes in training and education.

2-

• My supervisor and I have a good working relationship..

3.

• I am satisfied with the healthcare-related benefits offered by my organization.

4.

• My organization's work positively impacts people's lives.

5.

Questions 8:

Tactf

ul

Dis

cip

lin

e

2

• Do you accept responsibility for results of actions, irrespective of whether they are favorable or not

1-

2-

• how the supervisor handles employees mistakes, will make a critical difference in sustaining your motivation

2.

•

4.

5.

Questions 9:

Sym

path

eti

c H

elp

4

• Employees in my organization take the initiative to help other employees when the need arises.

1-

• Communication between senior leaders and employees is good in my organization.

2-

• Senior management and employees trust each other.

3.

• My organization operates in a socially responsible manner.

4.

5.

Questions 10:

6. The results

67

Age Range Result

under 30

31-40

41-50

Over 50

0 10 20 30 40 50 60 70 80 90 100

Resp. %

15 6.4

20.9

80 34.2

90 38.5

68

Gender Range Result

Male

Female

108 110 112 114 116 118 120 122

Resp. %

120 51.7

112 48.3

70

Sector Result

Gov.

Private

NGO

0 20 40 60 80 100 120 140 160 180 200

Resp. %

24 10.4

180 78.3

26 11.3

71

Ranking for age : Under 30

Under 30

3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70

3.35

3.68

3.25

3.38

3.23

3.18

3.37

3.37

3.35

3.39 Interesting work

Appreciation of work

Being included

Job Security

Good wages

Promotion and Growth

Good work conditions

Loyalty to employees

Tactful discipline

Sympathetic help

72

Ranking for age between : 31 - 40

31 - 40

3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00

3.53

3.86

3.44

3.54

3.42

3.12

3.55

3.81

3.78

3.77 Interesting work

Appreciation of work

Being included

Job Security

Good wages

Promotion and Growth

Good work conditions

Loyalty to employees

Tactful discipline

Sympathetic help

66

Ranking for age between : 41 - 50

41- 50

3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00

3.75

4.00

3.63

3.77

3.54

3.30

3.72

3.95

3.87

3.92 Interesting work

Appreciation of work

Being included

Job Security

Good wages

Promotion and Growth

Good work conditions

Loyalty to employees

Tactful discipline

Sympathetic help

74

Over 50

3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00

3.76

3.82

3.64

3.75

3.95

3.53

3.80

3.96

3.75

3.85 Interesting work

Appreciation of work

Being included

Job Security

Good wages

Promotion and Growth

Good work conditions

Loyalty to employees

Tactful discipline

Sympathetic help

Ranking for age of : Over 50

75

What Egyptian Workers Wants to motivate them based on Age

Under 30 31 - 40 41 – 50 Over 50

Interesting Work 2 4 3 3

Appreciation of Work 7 3 4 8

Being Included 5 2 2 1

Job Security 4 5 7 5

Good Wages 10 10 10 10

Promotion & Growth 9 9 9 2

Good Work Conditions 3 6 5 7

Loyalty to Employees 8 8 8 9

Tactful Discipline 1 1 1 4

Sympathetic Help 6 7 6 6

76

8. The Recommendations

77

How Recognition Works Maslow’s Hierarchy of Leads

78http://www.presentaplaque.com/tag/maslows-hierarchy-of-needs/

To motivate employees :

Interesting Work

Put your

self in his

shoes

Appreciation

Involve him in

decisions

Be fair in punishin

g him

He is your family

member

To motivate

you worker Give him

Create a comfortable

& safe working area

Promote him & let him grow

Secure his furure

Pay him enough money

• Key points to each recommendation has been taken into consideration

• Each job should be matched to comparable roles in other organisations

• Should be unique & specialised

• Need to the job should be highly recognised,

01- Interesting work

80

Matching jobs

The Job Structure

Skills, experience and knowledge

superior performance awards

- For outstanding effort

Customer Service :

-XXXXX

Achievement

- on a specific project

-Employee of the month programs

81

02- Appreciation of Work: When to recognize

Safety

- for achieving a certain number of days without an on-the-job injury

Length of service:

-Anniversaries

-five years of service

Attendance

- six months or a year without an absence is the typically rewarded goal

Productivity

- Achieving a competitive edge above colleagues

Other Types • Certificates , plaques , trophies or ribbons, jewelry

(pins, pendants) pens or desk accessories, watches and clocks

• cash bonuses • tickets to sporting or cultural events

• Get a traveling trophy • Have a "Friday surprise. 82

02- Appreciation of Work: How to recognize

Employee of the month • Attaching his picture and name during the

month in the board of honour .

Write a personal note to the employee: • for better performance on the job, or write a thank you note • for putting in extra time in the workplace. •Use your personal properties in work .

Give courtesy time off • Day of birth or anniversary officially off

Recognition : • At a team meeting or in a company

newsletter

83

03- Being Included

Encourage risk-taking. Let employees experiment and try to find new ways to help the

business reach its goals

Give some power to employees:- that the decisions they make and the work they perform directly impact the product or

service.

84

04- job Security

Employee feeling Secure

Contract

Legislation

AgreementsPolicy of the co.

Retirement Plan

85

05- Good Wages

85

Salary bands should be highly competitive to the market

( to check the benchmark each 3 years)

Pay rise Linked to performance

Each year, Consider the inflation factors and economic conditions to adjust the bands

The cost of membership of recognized professional bodies, where these are related to your role

05- Good Wages Recognising performance

86

• Link between the Organization performs and the bonus

• Link between the employee performance and his bonus

• Clear framework for assessing performance

• Scorecards to ensure the objectives are aligned with the job

• Appraisal process transparently done to rate the employee

A new bonus structure

Recognising high performance

• When your employees do well, reward them.

• Tailor your reward systems to specific accomplishments.

Reward System

05- Good Wages Pay bands: Should be shared not hidden

87

$’000s Band minimum Band maximum

Director xxx,xxx.xx xxx,xxx.xx

Senior Manager xx,xxx.xx xxx,xxx.xx

Manager xx,xxx.xx xxx,xxx.xx

Assistant Manager xx,xxx.xx xx,xxx.xx

Associate xx,xxx.xx xx,xxx.xx

Administrator xx,xxx.xx xx,xxx.xx

Assistant xx,xxx.xx xx,xxx.xx

06- Promotion and growth Skills, competencies and career development

88

• Not a job evaluation exercise

• Not assessing your performance and skills

• Will not result in any immediate movement

Desire and need for a clearer articulation of internal progression and career paths

1. Competencies linked to the company values and behaviours

Developing a new framework which builds on your existing one and has the following three key objectives:

2. Clearer differentiation between grades

3. Skill-group specific expectations at each grade

Horizontal movement

Vertical progression

06- Promotion and growth Career progression: Horizontal and vertical

89

Current level

Function 1 Function 2

Director

Senior Manager

Manager

Assistant Manager

Associate

Administrator

Assistant

Administrator Administrator

Manager Manager (x 3)

Senior manager

Director

Associate

Assistant manager

Senior manager

90

07- Good Working Conditions

Safety

First Aid Kit

Mode Employee Comfort

Healthy

Fresh and clean Air

Constructed to ease work and provide security

For safety

Full access to technology Personal items are allowed

Air Building Fire alarm

Furniture

91

08- Loyalty to Employees

Christian Scharff

Moral Obligation

Respect Good Wages Working

conditionsRetirement

plan

Employee Satisfaction

Employer Employee

92

08- Loyalty to Employees

Attending a professional development classes

Cross training to the staff in his strong point to be added to his performanceSponsor employee

in fitness program

Attend a public speech or

Recognising success in getting the black belt

Recognizing success in graduate degree or

Class of personal financial planning

93

Employee adequately forewarned that his particular behavior would result in discipline

Management must make a fair and objective investigation

Evidence must be clear for the actions.

rules, orders, and disciplinary action

must be applied

Witness Should attend the meeting

The Discipline must be reasonably related

"The goals of 'consistency' and having the punishment 'fit the crime' are incompatible with just-cause termination."

09- Tactful Discipline

94

10- Sympathetic Help : Identify any problems that might stand in the way.

Rumours

Turn

Ove

rAbsenteeism

Cu

lture

pro

blem

s

Low Moral

Do not leave your employee

go far

Thanks for listening

please feel free to ask any questions