engineering management work

8/12/2019 Engineering Management Work

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ENGINEERING MANAGEMENT

FCE 372

GROUP ASSIGNMENTS

PRESENTED BY : VINCENT ODHIAMBO ODHIAMBO

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GROUP MEMBERS

F16/ F16/

F16

F16

F16 F16

F16

F16

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TOPIC ISSUE

Hiring talent is perhaps not as difficult, as is

retaining and keeping them motivated.

While favorable image of an organization may attract

someone to get in, at the same time it is also crucialfor the employees to find appreciation for and

satisfaction from their work.

Elaborate this statement and critically discuss theunderlying issues.

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TABLE OF CONTENTS

Elaboration of Topic Statement

Definitions of Motivation, Job satisfaction and Staff turnover

Staff turnover in depth

Steps in attracting and retaining talented employees

Benefits of having motivated and satisfied employees

Myths about motivation

Theories of employee motivation

Strategies for enhancing job satisfaction and motivation

Challenges in Motivating employees

Managerial Leadership

List of References

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ELABORATION OF TOPIC STATEMENT

Hiring talent is perhaps not as difficult, as is retaining

and keeping them motivated.

While favorable image of an organization may attract

someone to get in, at the same time it is also crucial forthe employees to find appreciation for and satisfaction

from their work.

Elaborate this statement and critically discuss theunderlying issues.

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In spite of having a good Image and Public

relation, an organization still needs to address

issues concerning its employees in order for it tosucceed in retaining them and deriving maximum

output from them.

Employees who are not motivated and feeldissatisfied with their jobs may leave their current

organization for better and more satisfying ones.

It takes more than just attracting good employees,for success of an organization.

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Having talented employees does not necessarilyguarantee desired output in an organization. In dealingwith employees, an intangible factor of will or freedom

of choice is introduced and employees can increase ordecrease their productivity as they choose.

This human quality gives rise to the need for positivemotivation. An employeesperformance can be defined as

being determined by the interaction between ability andmotivation:

Performance = Abilityx Motivation

The first(Ability) determines what he/she can do, thesecond (Motivation)determineswhat he/she will do.

What happens if

Motivation is less than

1

or Greater than 1?

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Therefore motivation is the key element in

management of employees .It is of utmost

importance

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WHAT IS MOTIVATION?

Motivation is the willingness to do something. It is theconsequence of an interaction between the individualand the situation.

People who are motivated exert a greater effort toperform than those who are not motivated.

Motivation is a process which begins with aphysiological or psychological need or deficiencywhich triggers behavior or a drive that is aimed at agoal or an incentive.

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WHAT IS JOB SATISFACTION?

Job Satisfaction is the Degree of enjoyment

employees derive from doing their jobs.

The more the satisfaction, the more willingnessor drive to do the job or engage in a particular

activity.

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WHAT IS EMPLOYEE TURNOVER?

This is the ratio of number of employees that

leave a company to the number of employees on

the payroll.

The reasons for leaving could be resignation,

attrition or dismissal.

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TURNOVER CLASSIFICATION SCHEME

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As Figure above suggests, the first important distinction in

turnover is between voluntary and involuntary.Voluntary turnover is initiated by the employee; for example, aworker quits to take another job. Involuntary turnover is initiated

by the organization; for instance, a company dismisses anemployee due to poor performance or an organizationalrestructuring.

Another important distinction is betweenfunctional anddysfunctional voluntary turnover. Dysfunctional turnover is

harmful to the organization and can take numerous forms,including the exit of high performers and employees with hard-to-replace skills, departures of women or minority groupmembers that erode the diversity of your companys workforce,and turnover rates that lead to high replacement costs.

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By contrast, functional turnover does not hurt an organization.

Examplesof this type of turnover include the exit of poor performers oremployees whose talents are easy to replace.

Some voluntary turnover is avoidable and some is unavoidable.Avoidable turnover stems from causes that the organization maybe able to influence. For example, if employees are leavingbecause of low job satisfaction, the company could improve thesituation by redesigning jobs to offer more challenge or more

opportunities for people to develop their skills. Unavoidableturnover stems from causes over which the organization has littleor no control. For instance, if employees leave because of health

problems or a desire to return to school, there may be little theorganization can do to keep them.

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WHY TURNOVER MATTERS

Turnover matters for three key reasons:

(1) it is costly;

(2) it affects a businesss performance; (3) it may become increasingly difficult to

manage.

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TURNOVER,MOTIVATION AND JOB

SATISFACTION

Job Satisfaction:

Degree of enjoyment employees

derive from doing their jobs

Morale:

An overall positive employee

attitude toward the workplace

Turnover:

The percentage of employees

that leave each year

SATISFACTION/MORALE

TURNOVER

TURNOVER

SATISFACT

ION/MORALE


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STEPS TO ATTRACT AND RETAIN

TALENTED EMPLOYEES

Brilliant marketing campaign

When it comes to attracting people from outsideyour company, one of the most important things is

brand presence. If you have a recognizable brand,built on the back of brilliant and memorablemarketing campaigns, then you become adestination company that people want to work at.

Fun, energetic brands, especially those with humorin their advertising, tend to be magnets for young,ambitious and talented employees.

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Great work environment: flexible, caring

and positive

Companies that support family lifestyles and

really support their employees in times of

need quickly gain a reputation for being great

places to work. Of course, some unscrupulousemployees will take advantage of a supportive

system, but over time a positive environment

tends to gather momentum.

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Offer great work experience for interns

and newcomersMost organizations use internships as an opportunity toget some of those annoying odd jobs finished. Most likelythe intern will then tell their friends that the place is

terrible but, hey, they can now tick it off the to-do list ontheir way to finding somewhere better to work.

If you give an intern an end-to-end task, one in whichthey can work on something at the beginning, rightthrough to completion and then allow them to witness an

effect theyve created (perhaps a small scale marketingcampaign) then you not only provide a great learningexperience but you also give them a reason to come back!

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Know the rates for staff: Make sure its

attractive and not low

Although I often talk about salary as being a

poor motivator of good working performance,

there is a reality that needs to be faced: if you cut

too close to the bone with salary packages then

you are giving an excuse for job applicants to

look elsewhere. You dont have to be excessive,

but you do need to make sure youre not at thevery lowest end of the scale unless you can

provide clear and rewarding career pathways.

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Offer opportunities to learn, travelbecreative!

When you want your talented employees to grow, thefirst thought that most management teams have is topush them towards structured education. Although itis effective, you can be a bit more creative and

memorable than this!Some businesses use employee of the month schemesor a fancy lunch as a reward, but if the aim is toreward your team member andhelp them grow then

think about extending their world exposure. When yougive someone a memorable experience it is much moreexciting and motivating than any of these predictablerewards.

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Career progression and opportunities for

advancement

There is nothing more demotivating than a

ceiling. If someone feels they have reached their

limit within an organization their performancewill plateau and theyll work for comfort. Larger

companies have the benefit of mapping out a

career path and providing promotion as anincentive to work harder and achieve more.

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Profit sharing

When people feel as though they are part of

something bigger they tend to present morealtruistic behaviors and a stronger work ethic.One such method is to offer shares or profitsharing for employees that have done

particularly well, or have been an integral part ofa successful advancement of the company.

Although it is a monetary reward, profit sharing,particularly by way of shares in the company,

works differently because it is not seen as cash.When employees feel like they own part of thecompany they work for, they will likely showmore commitment and pride.

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BENEFITS OF HAVING MOTIVATED AND

SATISFIED EMPLOYEES

A well-motivated workforce can provide the following

advantages:

Better productivity (amount produced peremployee).

This can lead to lower unit costs of production and so

enable a firm to sell its product at a lower price.

Lower levels of absenteeism

This is because the employees are content with their

working lives.

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Lower levels of staff turnover (the number of

employees leaving the business).This can lead to lower training and recruitment costs.

Improved industrial relations with trade unions.

As there are less complains from your employees sinceyou adhere to the unions regulations.

Contented workers give the firm a good reputation asan employer.

This makes it easier for the firm to recruit the bestworkers.

Higher Quality of Service or Product.

Motivated employees are likely to improve product

quality or the customer service associated with a product.

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MYTHS ABOUT MOTIVATION

Myth #1 ---I can motivate peopleNot really -- they have to motivate themselves. You can'tmotivate people anymore than you can empower them.Employees have to motivate and empower themselves.However, you can set up an environment where they best

motivate and empower themselves. The talent lies in knowinghow to set up the environment for each of your employees.

Myth #2 ---Money is a good motivator

Not really. Certain things like money, a nice office and jobsecurity can help people from becoming less motivated, butthey usually don't help people to become more motivated.

A key goal is to understand the motivations of each of your

employees.

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Myth #3 --- Fear is a good motivator

Fear is a great motivator -- for a very short time. That's why

a lot of yelling from the boss won't seem to "light a spark

under employees" for a very long time.

Myth #4 --- I know what motivates me, so I know

what motivates my employees

Not really. Different people are motivated by different

things. I may be greatly motivated by earning time away

from my job to spend more time my family. You might bemotivated much more by recognition of a job well done.

People are not motivated by the same things. Again, a key

goal is to understand what motivates each of your

em lo ees.

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Myth #5 -- "Increased job satisfaction means

increased job performanceResearch shows this isnt necessarily true at all.

Increased job satisfaction does not necessarily mean

increased job performance. If the goals of theorganization are not aligned with the goals of

employees, then employees aren't effectively working

toward the mission of the organization.

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EARLY THEORIES OF MOTIVATION

These include:

Maslows hierarchy of needs

Equity Theory

Mc Gregors Theory X and Theory Y

MotivationHygiene Theory

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Rti, Jammu

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MASLOWS HIERARCHY OF NEEDS THEORY

Works on the assumption that the behavior of

individuals at a particular moment is usually

determined by their strongest need.

Based on hypothesis that within every human

being there exists a hierarchy of five needs.


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MASLOWS HIERARCHY OF NEEDS

Self-

ActualizationNeeds

Esteem Needs

Social Needs

Security Needs

Physiological Needs

Self-

ActualizationNeeds

Esteem Needs

Social Needs

Security Needs

Physiological Needs

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Five needs:

1.Physiological: Basic needs of hunger, thirst, shelter,

sex and other body needs. 2.Safety: security and protection from physical and

emotional harm

3.Social: affection, belongingness, acceptance and

friendship 4.Esteem:Need for both self esteem(self respect,

autonomy and achievement) and external esteem (status,recognition and attention)

5. Self-actualization the drive to become what one iscapable of becoming: includes growth, achieving ones

potential, self fulfillment.

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EQUITY THEORY

Outcomes (self)

Inputs (self)

Outcomes (other)

Inputs (other)compared with

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EQUITY THEORY

Employees evaluate their treatment relativeto the treatment of others

Inputs:Employee contributions to their jobs

Outputs:What employees receive in return

Theperceived ratioof contribution to returndeterminesperceived equity


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MC GREGORS THEORY X AND THEORY Y

Theory X

People are lazy.

People lack ambitionand dislike

responsibility.

People are self-

centered. People resist change.

People are gullible

and not very bright.

Theory Y People are energetic.

People are ambitious

and seekresponsibility.

People can beselfless.

People want tocontribute tobusiness growth andchange.

People are

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HERZBERGS MOTIVATION-HYGIENE

THEORY

Based on the conclusion that people have two

different categories of needs:

Hygiene factorsMotivating factors

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HERZBERGS MOTIVATION-HYGIENE THEORY


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STRATEGIES FOR ENHANCING JOB

SATISFACTION AND MOTIVATION

Reinforcement/behavior modification

Additional payments

Non financial motivation programs

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REINFORCEMENT /BEHAVIOR

MODIFICATION

When rewards are tied directly to

performance

When negative consequences are attached directly

to undesirable behavior

Positive Reinforcement

Punishment

A systematic program of reinforcement to encouragedesirable behavior


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ADDITIONAL PAYMENTS

Monetary

Incentives

(Not so relevantfor

Government

employees)

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NON FINANCIAL MOTIVATION

PROGRAMSJob Enrichment

Provides employees with more variety andresponsibility in their jobs

Job Enlargement

The expansion of a workers assignments toinclude additional but similar tasks

Job RedesignA type of job enrichment in which work isrestructured to cultivate the worker-job match

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Employee recognition programs

Employee involvement programs

Employee participationDelegation of duties

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CHALLENGES IN MOTIVATING EMPLOYEES

Varied needs and expectationsEmployees have varying needs andexpectations and what motivates one may notnecessarily motivate the other.

CostlyIn situations where motivation involves givingincentives in form of cash or awards.

Managerial problems

For example, flextime makes it difficult tomonitor employees, and the productionprocess as a whole.


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MANAGERIAL LEADERSHIP

The process ofmotivating othersto work to meet

specific objectives

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Identifying

Resources

Counseling

Setting

Verifiable Goals

& Clear Plans

Meeting

MANAGEMENT BY OBJECTIVESCOLLABORATIVE GOAL-SETTING

Collaborative

Goal Setting &

Planning

Communicating

Organizational

Goals & Plans

Periodic

ReviewEvaluation

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MANAGEMENT BY OBJECTIVE PROCESS

Goal setting

Subordinate participation

Implementation

Performance appraisal and feedback


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PARTICIPATIVE MANAGEMENT

AND EMPOWERMENT

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FIVE FUNDAMENTAL LEADERSHIP

PRACTICES

Challenge the process

Inspire a shared vision

Enable others to act

Model the way

Encourage the heart

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MANAGERIAL STYLES

Contingency ApproachThe appropriate style in any situation is conti ngent on the

unique elements of that situation

Autocratic Style

Democratic Style

Free-rein Style


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THANK YOU

Be a good

motivator

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LIST OF REFERENCE

http://www.managementhelp.org/guiding/moti

vate/basics.htm

http://www.bized.ac.uk/educators/16-

19/business/hrm/activity/motivation.htm
http://www.managementhelp.org/guiding/motivate/basics.htmhttp://www.managementhelp.org/guiding/motivate/basics.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmhttp://www.managementhelp.org/guiding/motivate/basics.htmhttp://www.managementhelp.org/guiding/motivate/basics.htm

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