Motivation of Internal Auditors - Anyone have any good ideas?

E

energy

#61
Sure

db/Nav

This is exactly what I was trying to say a hundred posts ago!:rolleyes: Who can really judge motivation? An auditor? You see something. Somebody tells you something. You cannot be absolutely sure what it is. Lack of motivation, someone having a bad day, a grouchy inspector, and finally, my favorite, a disgruntled worker (whatever that is)? I know people who exhibit all those traits. Dare I call them un-motivated. Not!:p
:ko: :smokin:
 
Elsmar Forum Sponsor
#62
Unmotivated vs grumpy

Hey energy, I just thought of you. Some may call you "unmotivated" because you sometimes seem a bit harsh in your posts. I just think you're grumpy. One can be motivated and grumpy at the same time can't they?:vfunny:


[Edited for spelling and to say.. sorry!]
 
E

energy

#63
Re: Unmotivated vs grumpy

db said:

Hey energy, I just thought of you. Some may call you "unmotivated" because you sometimes seem a bit harsh in your posts. I just think you're grumpy. One can be motivated and grumpy at the same time can't they?:vfunny:


[Edited for spelling and to say.. sorry!]
\

There are PHD's out there with years of training and hundreds of troubled clients who may be able classify why I appear grumpy. I would bet the ranch that "lack of motivation" isn't one of their recognizable and treatable illnesses. More like low self esteem brought about by verbal jousting with the intellectual giants here in the Cove!:vfunny: Of course, that description doesn't apply to Auditors!:ko: :smokin:
 
M

M Greenaway

#64
Well I was talking lack of motivation to do the job they were currently employed to do, not lack of motivation to 'better' themselves.
 
E

energy

#65
Still here?

M Greenaway said:

Well I was talking lack of motivation to do the job they were currently employed to do, not lack of motivation to 'better' themselves.
Are you working late?
Anyway, what's the difference? It's still too subjective. Now, take the weekend off without pay!:agree:
:ko: :smokin:
 
#66
M Greenaway said:

Well I was talking lack of motivation to do the job they were currently employed to do, not lack of motivation to 'better' themselves.
If lack of motivation was the case then more than likly there would be a corresponding lack of quality product produced. If that is the case here then we start "working":frust: with the individual. This is what I would share with the auditor to explain how we take a quality factor and make improvements. Wala. The process. :thedeal:

Does it then get translated as a lack of motivation? That depends on how you want to characterize your company.
 
M

M Greenaway

#67
Yes energy I am so sad I even post from home, it is Saturday afternoon now. Normally I would be playing rugby but the season is over apart from a cup final tomorrow. So I thought I could get psyched up in the cove :vfunny:

I really dont think that the incident I was involved in was a subjective assessment, at least not my subjectivity. The warehouse staff were all venting their frustration (bordering on anger) at being duped by management. Now puting aside the rights and wrongs of the management tactic to reward performance for basically doing what they should do anyway with a pay rise, the staff were very clearly unmotivated and willing to tell anyone and everyone about it. Like I said I'm sure it was no news to their boss, but perhaps the more I think about it I should only have mentioned it if i could prove it was detremental to quality (note again this was only a comment in a report, not an NC or observation or anything).

Anyway enough of this, lets get back to the thread bashing LRQA !!
 
W

WALLACE

#69
Motivation

I have used the likert scale to measure motivation with good results, yet, You have to have willing subjects.
It all comes down to being able to read the characteristics of either, internaly or externaly motivated people.
The interview scenario is good when using the LAB (Language and Behaviour) profile.
Motivation is without a doubt linked to values and the values are the rules or criteria that we have formed based on our present understanding of a context, this is our view of reality, It can change of course as, we understand more of the context SO, in relation to quality management, I would say that, TRAINING has to be the motivator because, training transfers the required knowledge, skills and process methods of operation to an employee, allowing the employee to view the context of the training, which is organizational.
Wallace.
:bigwave:
 
S

Shannon - 2007

#70
I believe people need three things to perform a job:
1 - Knowledge
2 - Skill
3 - Will (desire)

Unlike Wallace, I don't believe training can be considered a motivator.
Training, in my opinion, is the vehicle for transferring knowledge.
On-the-job training, or experience, is the vehicle for developing skills.
Motivation lies in the "will" or the "desire" to perform the job.
So, how do we get at that?
Well, we first need to identify the top motivators and de-motivators of our workforce.
Yes, there are some common ones, but each culture has a unique set of motivators. We shouldn't assume we know them all.
Performing a social systems analysis is a great start.
Once we understand what "things" motivate and de-motivate our employees, we can better plan the changes we may need to make to improve motivation.
:rolleyes:
 
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