Motivation For Workers

Operator motivation in apparel industry

Indian apparel industry  A manufacturing based industry.  Highly labour intensive.  Target oriented.  Lack of proper infrastructure by

large.

PROCESS MODEL QUALITY INPUT

MOTIVATED PEOPLE

QUALITY OUTPUT

KNOW-HOW SKILLS

=

=

TRAINING

RAW MATERIAL + SPECIFICATIONS

PLANT & MACHINERY

Presentation by Rajesh Bheda , GMT,NIFT at WCTQ 1999

PROCESSED COMPONENT OR GARMENTS

Different theories of motivation

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Herzberg’s Classification of Hygiene and Motivational Factors  Maintenance/Hyg  Motivational

iene Factors (Dissatisfiers )

Factors (Satisfiers)

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Maintenance/Hygiene Factors  1. Organizational Policy and Administration (Dissatisfies)         

2. Technical Supervision 3. Interpersonal Relations with Supervisors 4. Interpersonal Relations with Peers 5. Interpersonal Relations with Subordinates 6. Salary 7. Job Security 8. Personal Life 9. Working Conditions 10. Status

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Motivational Factors (Satisfiers)  1. Achievement  2. Recognition  3. Advancement  4. The work itself  5. The possibility of growth  6. Responsibility

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Drucker’s approach  Insufficient monetary rewards can’t be 

  

compensated by good human relations. “there is not one shred of evidence for the alleged turning away from material rewards…. Anti materialism is a myth, no matter how much it is extolled.” Righteous rewards give extra zest to the workers for better performance. Rewards should be meaningful. Rewards should vary by performance.

 The monetary compensation can be     

classified as following Salary Short term incentives Long term incentives Employee benefits Perquisites.

To be taken care of  Workers perceive others to work less

and paid more.  Flexibility but not at expense of discretion.  Performance rating should be the criteria for incentives.  A decision once taken is difficult to rollback.

WHY MOTIVATION  Productivity enhancement.  Generates a positive energy

environment.  Employee retention.  Quality Improvement.  To achieve group tasks.

Job performance= f(ability) (motivation)

 To have a superior mentality,

positive and inspirational person  Knowing and Understand the Powerful of Eight Work Ethic  Understand how to create works become valuable  Have the commitment to reach success much better.

 Operator not co-operating with

supervisor/manager.  Production is on a downslide.  Maintaining the good work.

 Individual differences are the personal needs, values,

and attitudes, interests and abilities that people bring to their jobs.



Job characteristics are the aspects of the position that determine its limitations and challenges.



Organizational practices are the rules, human resources policies, managerial practices, and rewards systems of an organization.  Managers need to consider how these factors interact to affect

employee job performance.

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MOTIVATING INDIVIDUALS AT WORK  WHAT EMPLOYEES

WANT ?  Appreciation  involvement  Help with personal

problems

 Set up an "Employee of the Month" board. Recognize

them in front of their peers.  Appreciation from those who work around them.

Employees like to feel they belong.  Focus on the positive attributes of your employees and

watch them shine. Employee appreciation in the form of verbal communication is a huge motivator to many employees  Take time to mentor your employees and help them

find their "why".

MOTIVATION FACTORS 

Improve workers involvement.

Involving workers in the process of change gives them a clear understanding of working methods or system & there is likely to be a greater degree of commitment & motivation. Let us take introduction of new technology in enterprise.  The use of machinery can be enhanced by co-operation of informed, trained & motivated workers. It would be advisable to involve them in in selecting & installing machinery.  Another reason fro worker’s involvement is that people are more likely to support an idea which comes from the them. workers may thus be committed to further problem-solving.  A third good reason is that they have valuable information which can be precious. “They are experts of their own workplace”

Safe working conditions & facilities A safe place takes away the fear of accidents from worker’s mind & they work with greater confidence. An organization must take care of the following requirements.  First Aid  Fire safety  Use of personal protective instruments on workplace.  Illumination level  Cafeteria  Clean drinking water & restrooms.  Safety features in hazardous equipment & materials

 Introduce incentive Scheme.

“Fair day’s Pay for fair day’s Work.”  Rewards.  Recognition.

 Workers do not work in isolation and are

aware of what others do and how they are rewarded has an effect on their motivation.  Workers compare what get with what others receive. In process also compare how hard they work with the amount of effort others put in.

JOB ENRICHMENT  Job enlargement  Look for anything which the employees

can reasonably take on, such as:  Personal quality control  Material requisitioning  Basic fault finding and correction

 This enlarges the job and gives them

more responsibility. They will, in turn, enjoy more satisfaction and thus become more motivated.

 Autonomous working groups  When employees come together to work

on a product or project, they can take over responsibility for the method of work planning and quality of what they do. In this way, satisfiers come into play increasing motivation and, consequently, productivity.

The nine rules for motivation  One must be motivated to motivate.  Motivation requires a SMART Goal.  Motivation, once established, does not last      

forever. Motivation requires lots of individual recognition. To motivate you must participate. Progress and success motivates. Challenge only motivates if you can succeed. We all have motivational hot buttons. Team membership motivates.

MOTIVATING WORDS Y E N O M

E E FR SAFE

Own

Key to managers for motivating workers.  PRIVIDE RECOGNITION  GIVE RESPECT  MAKE WORK INTERESTING  BE A GOOD LISTENER  ENCOURAGE GOAL SETTING 27

 PROVIDE OPPORTUNITIES FOR GROWTH  PROVIDE TRAINING  THROW CHALLENGES BUT PROVIDE

ENABLING ATMOSPHERE TO MEET THEM  HELP, BUT DON’T DO FOR OTHERS WHAT

THEY SHOULD DO FOR THEMSELVES

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