Chapter 4

Workforce
Focus
“ No organization can
survive without good
people; people who are
improving”

- Deming-
Human resource is the
only one that
competitors cannot
copy and the only one
that can synergize
 Workforce
-everyone who is actively
involved in
accomplishing the work
of an organization
-associates or partners
Workforce satisfaction
is strongly related to
customer satisfaction
and ultimately to
business performance
 Key Workforce Focused Practices for Quality
Understand the key factors that drive workforce
engagement, satisfaction, and motivation.
Design and manage work and jobs to promote
effective communication, cooperation, skill
sharing, empowerment, innovation, and the ability
to benefit from diverse ideas and thinking of
employees and develop an organizational culture
conducive to high performance and motivation
Make appropriate investments in development and
learning, both for the workforce and the
organization’s leaders
Create an environment that ensures and
improves workplace health, safety, and
security, and supports the workforce via
policies, services, and benefits.
Develop a performance management
system based on compensation,
recognition, reward, and incentives that
supports high performance work and
workforce engagement
Assess workforce engagement and
satisfaction and use results for
Assess workforce capability and
capacity needs and use results to
capitalize on core competencies, and
address strategic challenges, recruit
and retain skilled and competent
people, and accomplish the work of
the organization
Manage progression for the entire
workforce and succession planning for
 Evolution of Workforce Management
Before Industrial Revolution, skilled
craftspeople had a major stake
Frederick W. Taylor promulgated
scientific management , division of work
Frank and Lillian Gilbreth and Henry
Gantt- other pioneers of scientific
management who further refined Taylor
system through motion study, methods
improvement, egronomics, scheduling,
 Taylor system failed to
exploit an organization’s
most important asset- the
knowledge and creativity
of the workforce
 Workforce Management
Also known as Human Resource
Management (HRM)
It is the function performed in
organizations that facilitates the
most effective use of people
(employees) to achieve
organizational and individual goals
 Workforce
Management’s principles
have permeated the daily
job responsibilities of
managers at all levels.
 Workforce Management Activities
Determine organization’s workforce needs
Assist in the design of work systems
Recruitment
Selection
Training and developing
Counseling
Motivating
Rewarding employees
Acting as liaison with unions and government
organizations
Handling other matters of employee well-being
Strategic Human Resource Management
Concerned with the contributions HR
strategies make to organizational
effectiveness, and how these contributions
are accomplished
Involves designing and implementing a
set of internally consistent policies and
practices to ensure that an organization’s
human capital (employees’ collective
knowledge, skills and abilities)
Performance
The extent to which an individual
contributes to achieving the goals and
objectives of an organization.
High-Performance Work
Work approaches used to
systematically pursue ever-higher
levels of overall organizational and
human performance
Characteristics of High-Performance Work

Flexibility
Innovation
Knowledge and skill sharing
Alignment with organizational
directions
Customer focus
Rapid response to changing business
needs and market place requirements
 Conditions of Collaboration
Proposed by Kay Kendal and Glenn
Bodison
1. Respect- believing in the inherent worth
of another person
2. Values- the guiding principles and
behaviors that embody ho an
organization and its people are expected
to operate. Aligned values create a
congruency between what the
3. Purpose- the fundamental
reason an organization exists
4. Communication- often cited as
one of the most important
factors related to employee
motivation
5. Trust- the management trusts
the workforce and vice-versa is
Principles of Workforce Engagement
and Motivation
Workforce Engagement- the extent of
workforce commitment, both emotional
and intellectual, to accomplishing the
work, mission, and vision of the
organization
Pride and joy in work
Mean of self-realization and fulfillment
 Advantages
Replaces the adversarial mentality with trust and
cooperation
Develops the skills and leadership capability of
individuals, creating a sense of mission and fostering
trust
Increase 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
 Top 10 drivers of Employee Engagement
by Right Management

1. Commitment to organizational values

2. Knowing that customers are satisfied
with the products and services
3. Belief that opinions count
4. Understanding of how personal
contributions help meet customer
needs
5.Clearly understanding work
expectations
6. Being recognized and rewarded fairly
7. Knowing that senior leaders value the
workforce
8. Being treated equally with respect
9. Being able to concentrate on the job
and work processes
10. Alignment of personal work
objectives to work plans
 Employee Involvement (EI)
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.
Tom Peters suggests involving people
in everything
Employee Suggestion System
A management tool for the
submission, evaluation, and
implementation of an employee’s
idea to save cost, increase
quality, or improve other
elements of work such as safety.
Motivation
The art of creating conditions
that allow every one of us, warts
and all, to get his work done at
his own peak level of efficiency
An individual response to a felt
need
Classification of Motivation Theories
Content Theories
Motivation Pioneer/ Type of Theory
Theory Developer
Hierarchy of Abraham Need
Needs Maslow
Motivation and Douglas Needs/
Maintenance McGregor Satisfaction
Theory X-Y Frederic Managerial
Herzberg expectations
N-Ach, n-Aff, David Acquired Need
n-Pow McClelland
 Process Theories
Motivation Pioneer/ Type of Theory
Theory Developer
Preference- Victor H. Expectancy
Expectancy Vroom
Contingency Porter and Expectancy/
Lawler Reward
Goal Setting Edward Locke Goal

Path-Goal Robert J. House Goal

Theory of
Leadership
Environmentally Based Theories
Motivation Pioneer/ Type of Theory
Theory Developer
Operant B.F. Skinner Need
Conditioning
Equity J. Stacy Adams Needs/
Satisfaction
Social A. Managerial
Leadership/Self Bandura;Snyder expectations
-Efficacy and Williams
 Designing High-Performance
Work Systems
The design of work should
provide individuals with both
the intrinsic and extrinsic
motivation to achieve quality
and operational performance
objectives
Work Design
Refers to how employees are
organized in formal and informal
units, such as departments and
teams.
Job Design
Refers to responsibilities and tasks
assigned to individuals
Core Job Design Characteristics
Task significance- degree to which the
job gives the participants the feeling
that they have a substantial impact on
the organization
Task identity- degree to which the
worker can perceive the task as a
whole, identifiable piece of work from
start to finish
Skill variety- degree to which the job
Autonomy- degree to which the task
permits freedom, independence, and
personal control to be exercised over the
work
Feedback from the job- degree to which
clear, timely information about the
effectiveness of performance of the
individual is available, not only from
supervisors, but also from
measurements that the worker might
 Skill variety
Experienced
Experienced
Task Identity Meaningfulne
Meaningfulne
ss
ss
Task
Significance
The Psychological need of workers to
have the feeling that their work is a
significant contribution to the
 Experienced
Responsibility High
Autonomy

The need of workers to be accountable

for the quality and quantity of work
produced
 Feedback Knowledge of
from the Job Results

The need of workers to know how their

work is evaluated and the results of their
evaluation
 Approaches to Work Design
Job enlargement- worker’s job were
expanded to include several tasks
rather than one-single, low-level task
Job rotation- individual worker learn
several tasks by rotating from one to
another
Job enrichment-vertical job loading
 Empowerment
- giving people more authority
 To make decisions based on what they
feel is right, to have control over their
work, to take risks and learn from
mistakes, and to promote change
 -requires a sincere belief and trust in
people
 “Ideally, quality control should
be delegated to the workforce to
the maximum extent possible”

-Juran
Deming’s 14 Points related to Empowerment
6. Institute training
7. Teach and institute leadership
8. Drive out fear. Create trust. Create a
climate for innovation
10. Eliminate exhortations for the
workforce
13. Encourage education and self-
improvement for everyone
 Self-determination
Promoted by David Geisler
An extension of empowerment and
argues that individual and
organizational effectiveness result
when employees are allowed to
achieve their own unique levels of
excellence
Teamwork
Breaks down barriers among
individuals, departments and line and
staff function.
Encourage free-flowing
participation and interaction among
its members
A team is group of people who work
together and cooperate to share work
Types of Teams
Management teams- consisting mainly
of managers from various functions
Natural work teams- organized to
perform entire jobs, rather than
specialized, assembly line-type work
Self-managed teams (SMTs)-
empowered work teams, highly trained
group of employees, from 6-18, self-
directed work teams
Virtual teams- members communicate by
computer, take turns as leaders, and jump in
and out as necessary.
Quality circles- teams of workers and
supervisors that meet regularly to address
work-related problems involving quality
and productivity.
Problem-solving teams- members gather
and solve a specific problem and then
disband
Project teams- with a specific mission to
Intraorganizational
Members usually come from the same
department. Ex. Natural work teams,
self-managed teams and quality circles.
Cross-functional
Cut across boundaries of several
different departments. Ex. Management
teams, problem-solving teams, virtual
and project teams
Skills needed by Team leaders
Conflict Management and
Resolution
Team Management
Leadership skills
Decision Making
Communication
Negotiation

Rules for effective meeting
Use agenda
Have a facilitator
Take minutes
Draft the next agenda
Evaluate the meeting
Adhere to the “100-mile rule”
Teams Life Cycle

Forming

Adjourn Stormin
ing g

Performi Normin
ng g
10 Ingredients for a Successful Team
Clarity in team goals
An improvement plan
Clearly defined roles
Clear communication
Beneficial team behaviors
Well-defined decision procedures
Balanced participation
Established ground rules
Awareness of group process
Use of scientific approach
Workplace Environment
Health, safety, overall well-being
Companies may provide personal and
career counseling, career development
and employability services,
recreational or cultural activities,
daycare, special leave for family
responsibilities or community
services, flexible work hours and
extended health care for retirees
Workforce Learning and Development
Training can be one of the largest
costs in an organization.
Training and education should focus
on both what people need to know as
well as what things they need to know
how to do.
Compensation and Recognition
What’s in it for me?
All aspects of pay and rewards, including
promotions, bonuses, and recognition,
either monetary and nonmonetary,
individual and group
Team-based pay and gainsharing, an
approach in which employees share
savings equally, are popular approaches
Recognition
Symbolic value that employees
can inspire employees in the
Rewards
future
Might include trips, promotional
gifts, clothing, time off, plaques
and certificates or simple
recognition ceremonies
Key Practices that leads to Effective
Recognition and Rewards
Give both individual and team awards
Tie rewards to measurable
performance
Involve everyone
Drive behaviors that support
organizational values and high
performance
Publicizing extensively
Performance Management
“how one is evaluated
determines how one performs”

Performance Appraisal
A process for subjectively
evaluating the quality of an
employee’s work
Pitfalls of Performance Appraisals
They tend to foster mediocrity and
discourage risk taking
They focus on short term and
measurable results, thereby
discouraging long-term planning and
thinking and ignoring important
behaviors that are more difficult to
measure
The process is detection-oriented
The focus on individual and therefore
tend to discourage or destroy
teamwork within and between
departments
They are often unfair, as managers
frequently do not possess
observational accuracy
They fail to distinguish between
factors that are within the employees’
control and system-determined factors
360 degree feedback
A group of individuals who interact
with the employee (or team) on a
frequent basis participate in both the
goal-setting process and the
performance
Mastery appraisal process.
descriptions
Narrative of behavior that one who
has mastered it would likely engage in
Assessing Workforce Effectiveness,
Satisfaction and Engagement

“voice of the employee”

Use both outcome and process
measures
Common approach is through a
formal survey
Measuring Workforce Engagement
Q12- a tool consists of 12 survey
statements that Gallup Organization
found as those that best form the
foundation of strong feelings of
engagement
Engagement Index
Engaged Employees- work with passion and
feel a profound connection to their company.
They drive innovation and move the
organization forward
Not engaged Employees- essentially
checked out, sleep walking through their
workdays, putting time but not energy or
passion into their work
Actively disengaged employees- aren’t just
unhappy at work, but busy acting out their
 Workforce Capability
An organization’s ability to accomplish its
work processes through the knowledge,
skills, abilities, and competencies of its
people
Workforce Capacity
An organization’s ability to ensure
sufficient staffing levels to accomplish its
work processes and successfully deliver
products and services to customers,
including the ability to meet seasonal or
varying demand levels
Thank you…

GOD bless