Our items for employee motivation - 6.2.2.4 Employee Motivation

[Murph095]

I would assume as long as the training is documented and the training documents are controlled, this procedure would suffice. Document who the trainer is, ensure his training methods convey the messages and procedures desired, (training and dry runs with HR) ensure each employee signs off on his training after completion and keep it in his records.



Murph

 

[Jen Kirley]

Tiresome, perhaps, but there is so much of this sort of thinking that it really is a valid question. Employee motivation and raising productivity in labor are hot topics.

How to entice people to pedal more energetically and enthusiastically is very often approached with programs such as the several asked about here. These programs work for some people, but in my observation a culture of inclusiveness is what really raises the mileage in an organization. This story describes how one organization did it. http://www.baldrigeplus.com/images/TNC.pdf

Notice that the author describes the effort as a program, but I instead think of the term as something management personnel think up to change people's minds about how they feel toward work. Change why people feel bad (if they do) and you won't need to worry about their minds.

Texas Nameplate Company did it in manufacturing...what about non-manufacturing? Chugach School District lowered employee turnover costs dramatically and raised their process results (education) as described here. http://www.nist.gov/public_affairs/chugach.htm

I hope you see why there is some derision regarding the motivational ideas listed here. The Deming concepts are worth teaching, but there is so much of the subject to cover that it really belongs in a semester class at least.

But hey, Pete--I've stumbled down this merry path before and been redirected toward the light. Registration to a standard is what you were really asking about, wasn't it? If that is what your management is deep down interested in, by all means go for the programs you listed and collect your data. That would probably cover the "shall(s)".

 

[Wes Bucey]

Are we all done with this topic?

 

[wolfnature]

Are we all done with this topic?

If you're tired of it, stop reading and replying. That doesn't mean other people have to stop.

 

[Marc]

wolfnature - Please - No need for a response like that.

 

[Jen Kirley]

Are we all done with this topic?

You can be done if you like.

I empathized with Pete's rather plaintive-sounding remark about how all his programs were getting ripped up. I thought your remark about "school" carried possibly a bit too much sting, so I followed up on it.

I have noted over time that it's worse than useless to chew on why some folks don't get that which seems clear or obvious. In my education system dealings these past two years I have gotten a fresh look at systems innocence (call it ignorance, it's a matter of viewpoint) among many very smart people in a very mature industry (a term used loosely). For some reason the people in management positions continue to, from time to time, behave as though we are doing things for the first time. Remarkable!

Employee motivation programs are, in my view, among the most superficial, ad-hoc and generally stabbed-at of all business strategies. They are very often installed without careful thought or planning, and they are just as often operating in a vacuum--very few really know the true results of this or that program on what business aspect. CIP is no exception.

I just read an article in Workforce Manager magazine about how HR people need to quit thinking like socialists and more like capitalists. As I read, I got the sinking feeling that things will get worse, not better, as we go--maybe we can help if we are tirelessly patient and teach whenever a teachable moment presents itself.

Sorry if I am being tiresome.

 

[ISOPete]

Thank you Jennifer. I appreciate the sympathy Your response is a bright ray of light as I cower in the shadow of Mr. Buckey's greatness

 

[db]

Employee motivation programs are, in my view, among the most superficial, ad-hoc and generally stabbed-at of all business strategies.

I agree. That is why I stress the DK/DE focus on non-performance. One of my yearly goals for 2005 is to identify two manufacturing needs per quarter. Identified needs cannot carryover into the next quarter. That means if I identify 50 needs this quarter, but none for the rest of the year, I have only achieved 25% of my goal. I have already met this quarter's goal, but since I cannot carry over any ideas for next quarter, I will not identify additional needs until then. The end result is needs which I identified are not being addressed, because I have not reported them yet. Even though part of my job is to identify needs, that part of my job will take a back seat to achieving my goals. In this case, the goals are actually counter-productive. So, what is my motivation? To assist manufacturers by identifying their needs, or to meet my performance goals?

Now, for the record. The above is not totally true. I do have a performance goal of identifying manufacturing needs, but the conflict is not there. I modified the goals for the purposes of illustration.

 

[Ettore]

One thing that we did in 2004 - and it was a big hit! - was when hit one of our 2005 goals in 2004, we threw a big barbeque! With management cooking. All shifts were involved. Everyone mingled. Lots of laughter and music and discussions. It was a total success and motivated the group so much, that they achieved another 2005 goal the following month...another round of bbqs with chili, too!!

When I worked for "Action tecnology company" (http://www.tekni-plex.com) I remember that was organaized a tours for all employed (all!!!!) in bus from Milan to Erembodegen in Belgium for visiting the plant. Where I'm working (since 1991) that never is happen and my boss has never offer me a cup of coffe too. Could you inviate me the next time? (At this moment I'm working on procedure about 6.2.2d what I can write on it?). By

 

[mneedha1]

I think yop uare all missing a critical point of ISO 6.2.2 d) and TS 6.2.2.4. The first implies you have to be able to 'measure' the level of awareness of the relevance and importance of activities, and how they contribute and the second states it specifically. So, the important consideration is: what is measured and then the relevance to the overall quality management system is: how does the result of the measurement impact continuous improvement activities?