Final Productivity Across the Levels

8/6/2019 Final Productivity Across the Levels

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PRODUCTIVITY ACROSS THE LEVELS

Objective:

- Promote understanding between the level of

management

- Create awareness of the value of productivity

improvement.


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LEVELS IN MANAGEMENT

Senior Management

Middle Management

Junior Management

Senior Management Short-term planning End execution of plans

Convert Knowledge into skills


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Almost every contemporary motivation theory recognizes that employeesare not homogeneous. They have different needs. They also differ in

terms of attitudes personality and other important individual variables.

Recognize IndividualGoals

a great deal of evidence shows the motivational benefits of carefullymatching people to jobs. People who lack the necessary skills to performsuccessfully will be disadvantaged

Match people to jobs

You should ensure that employees have hard, specific goals and feedback onhow well they are doing in pursuit of those goals. In many cases, these goalsshould be participative set.

Ensure that goals are perceived as attainable: Regardless of whether goals areactually attainable employees who see goals as unattainable will reduce theireffort. Be sure, therefore that employees feel confident that increased effortscan lead to achieving performance goals.

Use Goals

Because employees have different needs, what acts as reinforce for one may notdo so for another. Use your knowledge of employee differences to individualizethe rewards over which you have control. Some of the more obvious rewardsthat you can allocate include pay promotions, autonomy, and the opportunity toparticipate in goal setting and decision making.

Individualize rewards

You need to make rewards contingent on performance. Rewarding factors otherthan performance will only reinforce the importance of those other factors. Keyrewards such as pay increases and promotions should be given for the

attainment of employees specific goals.

Link rewards to

performanceEmployees should perceive that rewards or outcomes are equal to the inputsgiven. On a simplistic level, experience ability, effort and other obvious inputsshould explain differences in pay, responsibility and other obvious outcomes.

Check the system forequity

Its easy to get so caught up in setting goals, creating interesting jobs, adproviding opportunities for participation that you forget that money is a majorreason why most people work. Thus, the allocation of performance based wageincrease piece work bonuses, employee stock ownership plans, and other pay

incentives are important in determining employee motivation

Dont ignore money


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Recognize

IndividualGoals

Recognize

IndividualGoals

MatchPeople to

job

MatchPeople to

job

IndividualizeRewards

IndividualizeRewards

UseGoals

UseGoals

LinkPerformanceto Rewards

LinkPerformanceto Rewards

CheckFor

Exquity

CheckFor

Exquity

DontignoreMoney

DontignoreMoney

Ambuja Productivity Model


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Employee

Productivity

Production Volume

Quality standards Minimum Wastages

Regularity in work

Accuracy

Response Time Prompt Decision

Cost Effective

Mfg. Units Support functions

Ambuja Productivity Model


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BARRIERS OF PRODUCTIVITY

}Professional skills

}Technical know how

}Attitude

}Work environment

}Performance


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Some Theories of Motivation


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Maslows Need Hierarchy

Physiological

Security & Safety

Social

Esteem

Self-Actualization


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The Formation of Equity Perceptions

Feelings of Equality orInequality

Comparison of Self withothers

Evaluation of Others

Evaluation of Self


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Responses to Equity & Inequity

Comparison of

Self with Other

Equity

Inequity

Motivation to Maintain

Current Situation

Motivation to Reduce

Inequity

1. Change Inputs

2. Change Outcomes

3. Alter Perceptions of

Self

4. Alter Perceptions of

Other

5. Change

Comparisons

6. Leave Situation


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Expectancy Theory (cont.)

Force Effort Performance Outcome

Expectancy Instrumentality


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What These Theories Tell Us

Maslowpeople are motivated by different things,

and many of them are not just basic needs

Equity Theoryfairness, or the perception of it, is

important

Expectancy Theorya way to tie goals to

performance, effort, and motivation

Goal Settinggoals can be motivational if donecorrectly


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Management by Objectives

Based on top-down collaborative goal settingthroughout the organization

Needs to be measured with frequent feedback

Should be tied to a performance appraisalsystem

Must be consistently applied throughout the

organization


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Employee Recognition Programs

Recognition is a powerful

motivator

The best programs use multiplesources and recognize both

individual and group performance

Can take any form from a thank

you to formal awards

Suggestion programs are very

good

Is very cost effective


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Some Tips for Managers

Start with yourselves

What is important to me?

What do I want out of my job?

What is standing in the way of my getting what Iwant?

What things are under my control?

What am I willing to do to attain my goals?

Is what I am willing to do:

consistent with my values and ethical standards?

is it good for the organization? is it fair to others?

and is it in the best interests of the clients?

Be clear as to the motivational needs of yoursupervisees and employees

Listen and ask questionspay attention


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Some More Tips

Be clear as to what performance criteria are

Set down clear and collaboratively set goals

Clarify expectations

Find out the needs of the employee to attain their goals Provide the support necessary for them to succeed

Provide regular feedback, support, and opportunities ofquestions and training as needed

Have regularly scheduled formal performance evaluations,

and tie them to the reward structure and have them beperformance based


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Some Final Points

What do we mean by motivation?

What do we mean by productivity?

Basically, we want to know how to makepeople:

Work harder

Perform at higher levels

Enjoy what they are doing


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Questions to Ask Yourself?

What would make me want to work harder?

What might make my supervisees want towork harder?

Why would I/they actually want to workharder?

What can I do to facilitate the things that will

make a difference?


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Goal Setting Exercise

Set three goals for yourself

Personal

Professional

For your specific job Present them to the group

Give each person some feedback on their goals:

Specific

Challenging/attainable Measurable

Documents

Final Productivity Across the Levels