048 integrating workers motivation

[email protected]://www.construction-productivity.co.uk

INTEGRATING WORKFORCE INTEGRATING WORKFORCE MOTIVATION MOTIVATION WITH LABOUR WITH LABOUR

PRODUCTIVITY & QMSPRODUCTIVITY & QMS

mailto:[email protected]

mailto:[email protected]

MOTIVATION AMONG WORKFORCEMullins (1996) defined motivation as ‘an internal driving force within the individual, in which they ultimately are attempting to achieve their goad or some expectation, and fulfil some needs’.

From this concept the basic motivational model is illustrated.

BASIC MODEL OF MOTIVATION (NEEDS AND EXPECTATION)

MOTIVATION AMONG WORKFORCE

Mullins asks what are people’s needs and expectations.

What are the driving forces and how do they influence someone’s performance or behaviour.

Motivation is complex and can be a very personal business.

People have different needs and expectations and they try to satisfy in a number of different ways.


Therefore, at a basic level, the concept of motivation is closely linked to physiological need.

However, since human behaviour is more complex than just striving to meet physiological need, such a model of motivation is oversimplified.

MOTIVATION AMONG WORKFORCEFigure below shows the relationship between Needs, Value, Goals and Action.

Needs

e.g food

Values Goals

Action

e.g moneycan buy

e.g get paidregularly

e.g go towork

MOTIVATION AMONG WORKFORCEECONOMIC NEEDS, MOTIVATION ANDTHE CONCEPT OF ECONOMIC MANFrederick Taylor, an American engineer,

was one of the first researchers in industrial psychology to apply scientific method to study the workforce.

In 1880 he introduced scientific management technique to ensure workforce activity during the working hours and consequently tried to improve efficiency.


The view of rational economic man has its roots on the economic theory of Adam Smith from the 1770's.

The theory suggests that people are primarily motivated by self interest and by gaining more and more financial rewards (Cole, 1993:page 95).


Taylor lay down techniques for design and management of work and how the workers should be paid.

Taylor believed the outcome of scientific management would be an increase in efficiency and a firm would profit from this.

This underlying benefit and assumption would allow the firm to pay more then average wages to the workforce.


F W Taylor believed in economic need motivation.

Workers are motivated if they are paid higher wages, by working efficiently and in the best productive way.

Taylor looked at factors that motivated workers and believed motivation was a comparatively simple issue.

In his view, what workers wanted more than anything was high wages (Mullins, 1996:page 485).


All managers have a duty to motivate the workforce.

Motivated people work better and take more pride in their jobs.

Motivating people at work is a complex business.

There is not a single factor that can be isolated to show what motivates people at work.

Different theories have been developed to help management to understand that there are many motives that influence worker’s behaviour and performance.

MOTIVATION AMONG WORKFORCECONTENT THEORIES OF MOTIVATIONMotivational theories are divided into

twomain groups:Content theoriesProcess theoriesSome of the most well known content

theories that have been put forward over the last forty years are by Maslow, Alderfer, Herzberg, and McGregors.

Maslow’s concept of hierarchy of need is shown in figure below

e.gHungerSleep

e.gProtection

fromdanger

e.gBelonging

AcceptanceSocial lifeFriendship

Love

e.gSelf-respectAchievement

StatusRecognition

e.gAccomplishment

Personal developmentPhysiological

Safety

Social

Esteem

Self actualization

LABOUR PRODUCTIVITYLabour productivity is determined by a

complexity of factors. One of these factors is the type and

size of the project. It includes the layout and complexity

of the project. A large construction site requiring a

large number of workers will be relatively harder to manage than a smaller size.

LABOUR PRODUCTIVITYThe difficulties in managing

manpower on a large scale may result in productivity loss (Thomas and Jansma, 1985).

There are four main factors that affect labour productivity;

The duration of worker’s effort.

The intensity of worker’s effort.

LABOUR PRODUCTIVITYThe effectiveness of worker’s

effort combined with the technology used.

The efficiency of worker’s effort, which can be described as a measure of how much the worker is utilising his ability and how motivated he/she is at work place.

LABOUR PRODUCTIVITYOther factors such as: the level of skill amongst the workers;

the length of the workday;Innovative work practices can increase productivity.

In view of Olomolaiye et al (1998):The personal attribution of workers contribute to the factors that directly affect productivity.

LABOUR PRODUCTIVITYThese attributes as: worker’s skills experience trainingqualificationsInnate (inborn) physical and mental ability.The intensity of the application of both skills and innate ability to the production process.

LABOUR PRODUCTIVITYImpact of Changes on LabourProductivity Any changes made to the original

scope of work are costly. They will have an effect on labour

productivity. Although some changes are

inevitable, the impact on site productivity is nonetheless significant.

LABOUR PRODUCTIVITYThe increase in the percentage of work

hours spent on changes will lead to a 10-20% loss in productivity.

Changes are considered an indirect factor influencing productivity.

It has also been realised that changes in themselves do not decrease productivity or efficiency.

It is the manpower involved in the process.

LABOUR PRODUCTIVITYIf a change occurs in the final stage of a construction project:

the crew must stop working until the changes are carried out first.

Also the work method may require changes as well as more co-ordination being required.

LABOUR PRODUCTIVITYLabour

Productivity

MinimizeRepeatWorks

changesmade to

the originalscope

Sitechanges(Impact)

varioustypes ofdisruptio

n

10-20% lossin

productivity.

LabourProductivity

Loss

Improving theknowledge andskill of workers

on sites,

Constructabilitydetailed review of:design drawings,

models,specifications,

construction processesetc

MinimizedDisruption

Constructability(to keep

changes tominimum)

MINIMIZE

QUALITY MANAGEMENT SYSTEM(QMS)The construction industry has embraced the ISO 9000 standard since its inception.

The QMS has become the benchmark for successful construction companies.

The QMS has also become the benchmarking for successful construction companies worldwide.

QUALITY MANAGEMENT SYSTEM(QMS)Steps to take: Identify the processes needed for

the Quality Management System Its application in the organization Its customers Determine the sequence and

interaction of these processes Determine the criteria and

methods required to ensure that the operation runs well

QUALITY MANAGEMENT SYSTEM(QMS)Determine the criteria and methods

required to ensure that controls of these processes are effective.

Ensure that the necessary resources, information necessary to support the operation are in place.

Make sure monitoring of these processes will be provided.

Set up systems to monitor measure and analyse the processes.

QUALITY MANAGEMENT SYSTEM(QMS)Wheel of QMS

wheel ofQMS

Step1

Step2

Step3

Step4

Step5

Defineareas

ofImprovement

Analyzeexistingpractices

Developmentof

QualitySystem

Integrationand

supervisionofQS

Define QualityProgramme

QUALITY MANAGEMENT SYSTEM(QMS)QMS-4 MOST IMPORTANT STEPS

PROMISEPRODUCE

DECLAREDELIVERY

& ASSURE

ODECLARE

COMPLETE

REQUESTCLARIFY

&NEGOTIATECONDITION OFSATISFACTION

QUALITY MANAGEMENT SYSTEM(QMS)The existing quality management systems -ISO 9000 should include JIT.

It is practical to integrate ISO 9000 (20 clauses) with the 7 JIT concepts

Successful firms are using 7 concepts of JIT with ISO 9000 quality management systems in order to improve their productivity.

INTEGRATING WORKFORCE MOTIVATION INTEGRATING WORKFORCE MOTIVATION WITH LABOUR PRODUCTIVITY AND QUALITY WITH LABOUR PRODUCTIVITY AND QUALITY MANGEMENT SYSTEM(QMS)MANGEMENT SYSTEM(QMS)QMS and productivity are inter-related.High quality product will eliminate repeat

work and increases labour motivation.Avoiding over production, long waiting

times, poor transportation schedules reduce labour productivity.

What does effect Labour motivation and productivity?

ineffective planning and constraints on a worker’s performance;

ineffective management;

INTEGRATING WORKFORCE MOTIVATION INTEGRATING WORKFORCE MOTIVATION WITH LABOUR PRODUCTIVITY AND QUALITY WITH LABOUR PRODUCTIVITY AND QUALITY MANGEMENT SYSTEM(QMS)MANGEMENT SYSTEM(QMS)inadequate equipment; inadequate materials; inadequate tools; inadequate methods of communication;etc.Motivationlack of re-appraisal of employees for

promotion;resentment regarding management

policies;lack of incentives for good performance;

INTEGRATING WORKFORCE MOTIVATION INTEGRATING WORKFORCE MOTIVATION WITH LABOUR PRODUCTIVITY AND QUALITY WITH LABOUR PRODUCTIVITY AND QUALITY MANGEMENT SYSTEM(QMS)MANGEMENT SYSTEM(QMS)

lack of opportunities to exercise skills/knowledge;

slow response in settling employee’s grievances;

uncertainties about career prospects;

constraints on a worker’s performance.


Education - Traininglack of experience and training;lack of contact administration skills;poor knowledge of scientific skills;insufficient knowledge of new technologies;

shortage of multi-skilled project personnel.


PRODUCTIVITY ATCONSTRUCTION

COMPANY LEVEL

EnvironmentsafetyrecordExperienceReputationImage

Image

Effective planning, Effective managementAdequate equipment,

Materials,Material procurement,

Tools,Communication

etc.

Integration of projectinformation,

Training,including site managers

to contract meetings,etc

Head Office FactorsEffective delegation of

responsibilities,Inter-unit integration of project

information,Effective project planning,

Good scheduling of project activities

style of managementclear direction for

employees,Opportunities,

Good grievancespolicy,

shared beliefsbetween head officeand site personnel,selection of project

personnelconsultation during

decision-makingetc

001-RESEARCH MODEL (Process model productivity on site)

Organisational Factors

Contract management

Finance

Etc

PROJECT WORK ENVIRONMENT

Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating

Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement

Labour (6) Characteristics D39. Subcontracting

Labour D40. Direct labour

Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management

Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating

Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site

Motivating Factors (7) D41-D46 Hygiene Factors D47-D55

P R O D U C T I V I T Y

Project Performance Time Cost Quality Safety Customer

Satisfaction

Job Satisfaction

Effort Rewards

Ability and Skill of worker

INTEGRATING WORKFORCE MOTIVATION WITH INTEGRATING WORKFORCE MOTIVATION WITH LABOUR PRODUCTIVITY AND QUALITY LABOUR PRODUCTIVITY AND QUALITY MANGEMENT SYSTEM(QMS)MANGEMENT SYSTEM(QMS)

Motivating

Factors (7) D41-D46

Hygiene

Factors Factors D47-D55

Ability and Skill of worker

Job

Satisfaction Effort

Rewards

Project

Performance

Time Cost Quality Safety Customer

Satisfaction

Labour (6)Characteristics

D39. SubcontractingLabour

D40. Direct LabourDefineareas

ofImprovement

Analyzeexistingpractices

Developmentof

QualitySystem

Integrationand

supervisionofQS

Define QualityProgramme

HighProductivity

QMS

Sub-contracting labour (P<0.001) -ranked 1st Direct labour (P<0.001) -ranked 2nd

D48-Supervision a hygiene factor (p<0.001) -ranked 1st D54-Salary a hygiene factor (p<0.001) -ranked 2nd

D44-Responsibility a motivating factor (p<0.001) -ranked 3rd

D45-Advancement a motivating factor (p<0.001) -ranked 4th

D53-Job security a hygiene factor (p<0.001) -ranked 5th D42- Recognition a motivating factor (p<0.001) -ranked

6th

D51-Relationship with below a hygiene factor (p<0.01) -ranked 7th

D49-Relationship with above a hygiene factor (p<0.01) -ranked 8th

D50-Relationship with equal a hygiene factor (p<0.01) -ranked 9th

D46- Growth a motivating factor (p<0.02) -ranked 10th The remaining determinants within sub-hypotheses seven did

not show any relationship with construction site productivity and they are listed below:

D43-Work itself a motivating factor (p<0.1) -no significanceD52-Status a hygiene factor (p<0.5) -no significanceD47-Company policies a hygiene factor (p<0.5) -no

significanceD55-Personal factor a hygiene factor (p<0.5) -no significance

048 integrating workers motivation

Engineering