What Egyptian Workers Want Final Till 27 Apr 2015
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Transcript of What Egyptian Workers Want Final Till 27 Apr 2015
What EGYPTIAN workers want to
motivate them Based on ageTo : Dr. Hesham Sadek
Class : 45 C
Mahmoud Hosny
Mahmoud Hussein
Mohamed Abdallah
Mohamed Ali
Mohamed Hassan
Mohei El Dine Fouad
Heba Ahmed
Khaled Omar
Maryam Riad
Group: B
Agenda
1. The wider context
4. Meetings with Employees from different age range : Understanding their perspectives about ………..
5. The Motivation Factors Definitions
8. The Recommendations
P
P
7. The result
3. The Definitions of Motivation Theories P
2. Search on Motivation scientists, definition & theories P
P
2
P
P
6. Conducting in-site & online survey P
1. The wider context
3
1. The wider context
4
Increased recognition
Across the world the approach to reward is shifting away from paternalism and towards a performance and recognition based approach
Focus on benefitsThe succeeded companies are refocusing on employee benefits
Market conditions
Economic conditions are still restricting pay inflation globally
WHY
• Rapid growth: what worked before may not work in a larger companies
• Some companies has an increasingly commercial focus and a high performance culture
• Its values of and its development focus are more important than ever.
• And it is committed to long-serving individuals who dedicate their careers to the work of these companies.
HR innovative activities in the companies Which value HR
2. The Motivation Theories
5
2. Definition of Motivation :
The psychological forces that determine the
direction of a person’s level of effort, as well
as a person’s persistence in the face of
obstacles.
The direction of a person’s behavior refers to the
many possible actions that a person could engage
in, while persistence refers to whether, when
faced with roadblocks and obstacles, an
individual keeps trying or gives up.* SHRM HR Glossary: www.shrm.org /TemplatesTools/Glossaries/HRTerms /Pages/m.aspx
6
Scientific Manageme
nt
2. The Theories of Motivation
7
Taylor MaslowMcGrego
r PetersDrucke
rMayoHerzberg
Human Relations
Management
Hawthorne Effect
Hierarchy of Needs
Two Factor Theory
Motivators Hygiene or Maintenanc
e
Theory X
Theory Y
Importance of
Objectives
Involving Employee
s
Recognizing
Champions
3- The Definitions of Motivation
Theories
8
Control over the employees.
Autocratic style of management.
Workers are lazy
Only motivation is by money
Motivation using piece-rate payment
The Theories of Motivation
10
Taylor: Scientific Management
Motivation using human/social needs
Increase motivation by:
Better communication
Involvement in employees working lives
Working in groups
Team working
personnel departments to look after employees interests
The Theories of Motivation
12
Mayo’s : Human Relation Management
How to motivate someone in Self actualization ?
By challenging him
The Theories of Motivation
14
Maslow : Hierarchy of Needs
15http://www.hrzone.com/community-voice/blogs/steve-smith-0/how-maslows-hierarchy-of-needs-influences-employee-engagement
Motivators Factors that directly motivate people Giving responsibility, recognition for good work,
opportunities for promotion
Hygiene (maintenance) factors Factors that can de-motivate if not present but
do not actually motivate employees to work harder
Pay, working conditions, job security
Use job enrichment and empowerment (delegating more power to employees to make their own decisions).
The Theories of Motivation
17
Herzberg : Two Factor Theory
Theory “X” view workers as Prefer to be led Dislike work Lack ambition Are irresponsible Resist change Prefer to be led
Theory “Y” view workers as Willing to work Capable of self control Willing to accept responsibility Imaginative and creative Capable of self-direction
The Theories of Motivation
19
McGregor: Theory X and Theory Y
Drucker : Importance of Objectives Setting objectives is a key method of
motivation
Important that employees can measure their performance
Profit targets are important motivators
Also supported good pay, promotion & communication
The Theories of Motivation
20
Drucker : Importance of Objectives
Setting objectives
Employees Should measure their performance
Profit targets as motivators
Good pay, promotion & communication
The Theories of Motivation
21
Sense of recognition
Involve workers in all aspects of the business
Offer financial incentives (e.g. target-related bonuses)
Provide job security
The Theories of Motivation
23
Peters : Involving Employees
4. Meetings with Employees
from different age range : Understanding their
perspectives about ………..
24
5. What we heard: Employees 31- 40 perspectives
25
“ The educational
allowance is a major selling
point comparing to internationals
companies”
“At the top of the pay band,
high performers lose out on salary and pension
increases”
“This is a flat structure. I
can’t see the opportunity
for progression”
“Training is available to do your job – but
not to step into the one above”
“Advertising externally
makes us feel like we are not good enough to
apply for the job”
“I don’t understand how to get promoted”
“There is no transparency
around the link between rating
and bonus”
“We Want competitive
salaries”
“I’m paid very well”
Employee survey: key findings
26
Salaries, compensation Benefits
Safety at the work place
Link between appraisal & reward The gap between the
position
Pay bands positioned to the market
Flexible Working Schedule
Retirement plans and packages
Career Path
Allowances such as Housing and Education
Competitive reward
proposition
Tuition Allowances
5. The Motivation Factors
Definitions
27
1- Interesting Work
28
Interesting means engaging or exciting and holding the attention or curiosity.
Provides opportunity to learn, progress and contribute to the organization
An interesting job is a Job that:
Utilize my skills are to the maximum and allows me to grow within the organization.
An Ideal Interesting Job is :
Opensupportive
Entrepreneurialstimulating
Collaborative Inspiring
Focused on fostering strengths
• When an employee like his work, don’t get bored , learn new skills , feel supported, and is a part of the succession of the job
2- Appreciation of Work
29
William James said: "The deepest desire in human nature is to be appreciated."
Career opportunities.
Other forms of no-cost appreciating:
Recognition at a team meeting or in a company newsletter.
Employees who work harder
80 % are motivated to, when they are
appreciated
40 % work harder when the boss is
demanding or when they fear to lose the
job
• Everyone want to know that their efforts are being seen and appreciated, especially by their manager.
3- Being Included
30
In low power distance culture, everyone is perceived to have the potential to contribute to the decision-making process; in fact,
everyone is assumed to have equal rights
Increases morale, job satisfaction and enhances productive efficiency
As such, employees consider it their right to participate in decisions that concern them
Increase in employees’ commitment and acceptance of decisions through a sense of “ownership”
Maximizes viewpoints and a diversity of perspectives
• When people get to participate in creating a system or process, they are much more likely to follow it than one simply imposed upon them by an outside expert.
• It saves the company time and money
Allows employees to use their private information, which can lead to better decisions for the organization
4- Job Security
31
Assurance (or lack of it) that an employee has about the continuity of gainful employment for his or her work life.
The terms of the contract of employment.
Job security usually arises from
Or Labor legislation that prevents arbitrary termination, layoffs, and lockouts.
It may also be affected by general economic conditions
• Is the probability that an individual will keep his or her job
• According to SHRM : A job with a high level of job security is such that a person with the job would have a small chance of becoming unemployed.
Collective bargaining agreement.
5- Good Wages
32
Fair wage refers to wage levels and company practices regarding wages that provide a living wage for workers while
still complying with all national regulations
maintain a decent standard of living for themselves and their families.
With a fair wage, employees should be able to :
Robert Bosch, founder of the world's largest automobile parts supplier, said:
"I do not pay good wages because I
have a lot of money;
I have a lot of money because I pay good
wages."
such as :
• minimum wage
• overtime payments
• provision of paid holidays
• Others …..
6- Promotion and Growth
33
According to Pigours and Myers: “Promotion is advancement of an employee to a better job”
Greater responsibility
better in terms of
Greater skill
And especially increased rate of pay or salary
Types of Promotion:
• Horizontal
• Vertical
• Dry
More prestige or status
7- Good Working Conditions
34
The conditions in which an individual or staff works, including but not limited to such things as amenities, physical
environment, stress and noise levels, degree of safety or danger, and the like.
To get the most out of employees
At the minimum,
you must offer a safe, clean, and sanitary work site.
Allow people to personalize their own work sites
with photos or small trinkets
If you want to get the most out of people you need to create an environment that facilitates success.
help them take pride in their workspace,
even if it is only a cubicle or workstation.
http://www.businessdictionary.com/definition/working-conditions.html
they will feel like they have a place
that belongs solely to them.
8- Loyalty to employees
35
The employer has a moral obligation to make business decisions to advance the welfare of employees.
Respectful treat
This includes:
Good Working Conditions
• An ethical employer does not think of employees only as a means to an end.
• Employees must be treated as a major stakeholder group.
Fair Payment
9- Tactful Discipline
36
Written, step-by-step process which a firm commits itself to follow in every case where an employee has to be warned,
reprimanded, or dismissed.
There are many ways to approach a member of your staff when you need to correct a behavior or a possible
mistake
Being tactful, sensitive and using a coaching, teaching model to correct work deficiencies
Failure to follow a fair, transparent, and uniform disciplinary procedure,
may result in legal penalties (damages)
How the supervisor handles employees mistakes, will make a critical difference to sustaining employee motivation
but one rule of thumb is to always
sandwich with positive.
http://www.businessdictionary.com/definition/disciplinary-procedure.html#ixzz3USkit2dr
and/or annulment of the firm's action.
10- Sympathetic Help
37
The Supervisor has to differentiate When a great employee whose work suffers from personal problem.
By recognizing their accomplishments, and help them feel like an important part of the organization
By taking the time to understand what’s going on in your employees’ lives
Open lines of honest communication, so that employees can feel encouraged to ask for help
then direct them to HR Dep.
A Smart managers knows he is not therapist
But he should recognize that any employees is having personal problems that are affecting his job performance
Implement policies that increase morale and job satisfaction
http://wheniwork.com/blog/what-todays-employees-want-from-their-managers/
Or to the Employee Assistance Programs.
5. Conducting in-site
& online survey
38
Survey Site
39
Survey Design (a)
42
•Gender: Male Female
•Age:Under 30 31 – 40 41 – 50 Over 50
•Company Sector Governmental Private sector NGO
43
Inte
rest
ing
Work
6
• I am inspired to meet my goals at work.
1-
• I get excited about going to work.
2-
• I am often so involved in my work that the day goes by very quickly.
3.
• I am determined to give my best effort at work each day.
4.
• When at work, I am completely focused on my job duties.
5.
• Employees here are willing to take on new tasks as needed.
6.
Questions 1:
Ap
pre
cia
tion
of
W
ork
4
• Management within my organization recognizes strong job performance.
1-
• financial appreciation is enough as a motivator.
2-
• Your efforts not being recognized by your manager affects negatively your performance.
3.
• work appreciation is important to you
4.
5.
Questions 2:
Bein
g I
nclu
ded
2
• I am satisfied that I have the opportunities to apply my talents and expertise.
1-
2-
• I feel completely involved in my work.
2.
•
4.
5.
Questions 3:
Job
Secu
rity
4
• I am satisfied with my overall job security.
1-
• My organization's fiscal well-being is stable.
2-
• Would you scarify a high wage job for another with more job security
3.
• the rate of turn over in your company affects your performance.
4.
5.
Questions 4:
Good
Wag
es
5
• I am satisfied with my overall compensation.
1-
• I am compensated fairly relative to my local market
2-
• I am satisfied with my total benefits package.
3.
• I am satisfied with the amount of paid leave offered by my organization.
4.
• I am satisfied with the retirement plan offered by my organization.
5.
Questions 5:
Pro
moti
on
an
d
gro
wth
3
• I am satisfied with my opportunities for professional growth.
1-
•
2-
• I am pleased with the career advancement opportunities available to me.
2.
4.
• My organization is dedicated to my professional development.
3.
6.
Questions 6:
Good
Work
ing
C
on
dit
ion
s
3
• I am satisfied with the workplace flexibility offered by my organization.
1-
•
2-
• My organization has a safe work environment.
2.
4.
• Having a smoke free work place affects your comfort
3.
6.
Questions 7:
Loya
lty
to e
mp
loye
e
5
• I am satisfied with the job-related training my organization offers.
1-
• I am satisfied with the investment my organization makes in training and education.
2-
• My supervisor and I have a good working relationship..
3.
• I am satisfied with the healthcare-related benefits offered by my organization.
4.
• My organization's work positively impacts people's lives.
5.
Questions 8:
Tactf
ul
Dis
cip
lin
e
2
• Do you accept responsibility for results of actions, irrespective of whether they are favorable or not
1-
2-
• how the supervisor handles employees mistakes, will make a critical difference in sustaining your motivation
2.
•
4.
5.
Questions 9:
Sym
path
eti
c H
elp
4
• Employees in my organization take the initiative to help other employees when the need arises.
1-
• Communication between senior leaders and employees is good in my organization.
2-
• Senior management and employees trust each other.
3.
• My organization operates in a socially responsible manner.
4.
5.
Questions 10:
6. The results
67
Age Range Result
under 30
31-40
41-50
Over 50
0 10 20 30 40 50 60 70 80 90 100
Resp. %
15 6.4
20.9
80 34.2
90 38.5
68
Gender Range Result
Male
Female
108 110 112 114 116 118 120 122
Resp. %
120 51.7
112 48.3
70
Sector Result
Gov.
Private
NGO
0 20 40 60 80 100 120 140 160 180 200
Resp. %
24 10.4
180 78.3
26 11.3
71
Ranking for age : Under 30
Under 30
3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70
3.35
3.68
3.25
3.38
3.23
3.18
3.37
3.37
3.35
3.39 Interesting work
Appreciation of work
Being included
Job Security
Good wages
Promotion and Growth
Good work conditions
Loyalty to employees
Tactful discipline
Sympathetic help
72
Ranking for age between : 31 - 40
31 - 40
3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00
3.53
3.86
3.44
3.54
3.42
3.12
3.55
3.81
3.78
3.77 Interesting work
Appreciation of work
Being included
Job Security
Good wages
Promotion and Growth
Good work conditions
Loyalty to employees
Tactful discipline
Sympathetic help
66
Ranking for age between : 41 - 50
41- 50
3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00
3.75
4.00
3.63
3.77
3.54
3.30
3.72
3.95
3.87
3.92 Interesting work
Appreciation of work
Being included
Job Security
Good wages
Promotion and Growth
Good work conditions
Loyalty to employees
Tactful discipline
Sympathetic help
74
Over 50
3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00
3.76
3.82
3.64
3.75
3.95
3.53
3.80
3.96
3.75
3.85 Interesting work
Appreciation of work
Being included
Job Security
Good wages
Promotion and Growth
Good work conditions
Loyalty to employees
Tactful discipline
Sympathetic help
Ranking for age of : Over 50
75
What Egyptian Workers Wants to motivate them based on Age
Under 30 31 - 40 41 – 50 Over 50
Interesting Work 2 4 3 3
Appreciation of Work 7 3 4 8
Being Included 5 2 2 1
Job Security 4 5 7 5
Good Wages 10 10 10 10
Promotion & Growth 9 9 9 2
Good Work Conditions 3 6 5 7
Loyalty to Employees 8 8 8 9
Tactful Discipline 1 1 1 4
Sympathetic Help 6 7 6 6
76
8. The Recommendations
77
How Recognition Works Maslow’s Hierarchy of Leads
78http://www.presentaplaque.com/tag/maslows-hierarchy-of-needs/
To motivate employees :
Interesting Work
Put your
self in his
shoes
Appreciation
Involve him in
decisions
Be fair in punishin
g him
He is your family
member
To motivate
you worker Give him
Create a comfortable
& safe working area
Promote him & let him grow
Secure his furure
Pay him enough money
• Key points to each recommendation has been taken into consideration
• Each job should be matched to comparable roles in other organisations
• Should be unique & specialised
• Need to the job should be highly recognised,
01- Interesting work
80
Matching jobs
The Job Structure
Skills, experience and knowledge
superior performance awards
- For outstanding effort
Customer Service :
-XXXXX
Achievement
- on a specific project
-Employee of the month programs
81
02- Appreciation of Work: When to recognize
Safety
- for achieving a certain number of days without an on-the-job injury
Length of service:
-Anniversaries
-five years of service
Attendance
- six months or a year without an absence is the typically rewarded goal
Productivity
- Achieving a competitive edge above colleagues
Other Types • Certificates , plaques , trophies or ribbons, jewelry
(pins, pendants) pens or desk accessories, watches and clocks
• cash bonuses • tickets to sporting or cultural events
• Get a traveling trophy • Have a "Friday surprise. 82
02- Appreciation of Work: How to recognize
Employee of the month • Attaching his picture and name during the
month in the board of honour .
Write a personal note to the employee: • for better performance on the job, or write a thank you note • for putting in extra time in the workplace. •Use your personal properties in work .
Give courtesy time off • Day of birth or anniversary officially off
Recognition : • At a team meeting or in a company
newsletter
83
03- Being Included
Encourage risk-taking. Let employees experiment and try to find new ways to help the
business reach its goals
Give some power to employees:- that the decisions they make and the work they perform directly impact the product or
service.
84
04- job Security
Employee feeling Secure
Contract
Legislation
AgreementsPolicy of the co.
Retirement Plan
85
05- Good Wages
85
Salary bands should be highly competitive to the market
( to check the benchmark each 3 years)
Pay rise Linked to performance
Each year, Consider the inflation factors and economic conditions to adjust the bands
The cost of membership of recognized professional bodies, where these are related to your role
05- Good Wages Recognising performance
86
• Link between the Organization performs and the bonus
• Link between the employee performance and his bonus
• Clear framework for assessing performance
• Scorecards to ensure the objectives are aligned with the job
• Appraisal process transparently done to rate the employee
A new bonus structure
Recognising high performance
• When your employees do well, reward them.
• Tailor your reward systems to specific accomplishments.
Reward System
05- Good Wages Pay bands: Should be shared not hidden
87
$’000s Band minimum Band maximum
Director xxx,xxx.xx xxx,xxx.xx
Senior Manager xx,xxx.xx xxx,xxx.xx
Manager xx,xxx.xx xxx,xxx.xx
Assistant Manager xx,xxx.xx xx,xxx.xx
Associate xx,xxx.xx xx,xxx.xx
Administrator xx,xxx.xx xx,xxx.xx
Assistant xx,xxx.xx xx,xxx.xx
06- Promotion and growth Skills, competencies and career development
88
• Not a job evaluation exercise
• Not assessing your performance and skills
• Will not result in any immediate movement
Desire and need for a clearer articulation of internal progression and career paths
1. Competencies linked to the company values and behaviours
Developing a new framework which builds on your existing one and has the following three key objectives:
2. Clearer differentiation between grades
3. Skill-group specific expectations at each grade
Horizontal movement
Vertical progression
06- Promotion and growth Career progression: Horizontal and vertical
89
Current level
Function 1 Function 2
Director
Senior Manager
Manager
Assistant Manager
Associate
Administrator
Assistant
Administrator Administrator
Manager Manager (x 3)
Senior manager
Director
Associate
Assistant manager
Senior manager
90
07- Good Working Conditions
Safety
First Aid Kit
Mode Employee Comfort
Healthy
Fresh and clean Air
Constructed to ease work and provide security
For safety
Full access to technology Personal items are allowed
Air Building Fire alarm
Furniture
91
08- Loyalty to Employees
Christian Scharff
Moral Obligation
Respect Good Wages Working
conditionsRetirement
plan
Employee Satisfaction
Employer Employee
92
08- Loyalty to Employees
Attending a professional development classes
Cross training to the staff in his strong point to be added to his performanceSponsor employee
in fitness program
Attend a public speech or
Recognising success in getting the black belt
Recognizing success in graduate degree or
Class of personal financial planning
93
Employee adequately forewarned that his particular behavior would result in discipline
Management must make a fair and objective investigation
Evidence must be clear for the actions.
rules, orders, and disciplinary action
must be applied
Witness Should attend the meeting
The Discipline must be reasonably related
"The goals of 'consistency' and having the punishment 'fit the crime' are incompatible with just-cause termination."
09- Tactful Discipline
94
10- Sympathetic Help : Identify any problems that might stand in the way.
Rumours
Turn
Ove
rAbsenteeism
Cu
lture
pro
blem
s
Low Moral
Do not leave your employee
go far
Thanks for listening
please feel free to ask any questions