employee productivity rachel waldo brett corday abby martin motivation & incentives

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Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

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Page 1: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Employee Productivity

Rachel Waldo

Brett Corday

Abby Martin

Motivation & Incentives

Page 2: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Our Goal:

Productivity Measures

How Technology Measures Employee Productivity

Role of Motivation and Incentives on Productivity

Potential Issues of Motivation and Incentives

Case Studies

Page 3: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Cube, Incorporated Help Wanted!

We are hiring 3 Block handlers

• To apply, raise your hand!

• Great Incentives and rewards

• No experience necessary

Page 4: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

                        

  

                    

   

Work Hard! Be Safe!Work Hard! Be Safe!

Page 5: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Incentive for Cube, Inc Employees

Page 6: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Performance Evaluation!

Which shift was most successful?

What was the best motivator?

Page 7: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

The types of Measures and how Technology helps

Productivity Measures

Page 8: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Single Factor Productivity

This is the easiest and most simple type of productivity measure.

A Ratio That Equals 1=1

One Input = One Output

Page 9: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Labor Productivity Measure

A ratio that is single factor, but only involving inputs and outputs associated with labor

For Example:Input = Output

Hours Worked = Products Produced6 Hrs Worked = 6 Products Produced,

A ratio of 1=1

Page 10: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Multi-Factor Productivity

Output equals the approximation of different inputs

For example:

3 hrs worked + ≈3 machine hours = 6 products produced

M.H. approximated to test productivity

Page 11: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

A Word of Caution

Because some inputs are ≈, final decisions are sometimes inaccurate.

Inputs like prices, are sensitive and should be accounted for

Productivity measures are served best when in comparison of a hypothetical scenario, (or company.) This tests efficiency

Page 12: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Technology and Production Measures

How time and activities are allocated is important to improve employee or manufacturing productivity,

Need to measure the information accurately

A time study for process improvement can help streamline production

Page 13: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Time and Activity Allocation

How are time and activities allocated?

Traditional methods of gathering time are awkward

The question is:

How can we monitor production times accurately?

Page 14: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

The Answer:

The Time Corder

Page 15: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Advantages of Time Corder

Gets employees involved in the productivity study

It is easy to use Easy to analyze data collected Helps with overall process improvement Improves time management

Page 16: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

The effect Motivation and Incentives has on Productivity

The Results of Motivation and Incentives

Page 17: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Why study and apply motivation?

Human capital is your most important capital

Treat colleagues as human beings

Well motivated employees are more productive and creative.

Page 18: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Effects on Productivity

• The goal of a manager is to get their employees to produce effectively and efficiently

• Motivation is the key to performance improvement

• This can be done through incentives

• Motivation is intangible, it drives all human action, and it is the energy source for employees.

Page 19: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives
Page 20: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Why it works!

Page 21: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

The Potential issues of Motivation and Incentive

Issues of Motivation and Incentives

Page 22: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Potential Issues with Incentives

Alfie Kohn Dehumanizing Competition not Cooperation Best for “Mindless” tasks Short-term benefits

Pay-for-Performance Automotive Industry

Alignment with Goals U.S. Healthcare Fictional Fires

Page 23: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Potential Issues with Performance Measures Culture of Distrust “Gut Reactions” to Normal Variations Unclear Communications Unsupportive of Organizational Objectives

Page 24: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Innovation: The Role of Motivation &Incentives

Theory of Motivation Hygiene Factor Motivation Factor

The Innovation Factor Sense of Control Autonomy Credit for the Outcome

Page 25: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Case Study

“The soul of Google is rapid innovation” - David A. Vise, The Google Story

Innovation and

Page 26: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Google’s Culture

Pajama Day,2005

Google's Europeanheadquarters

in Dublin

Page 27: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Google Founder’s Award

Page 28: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Google’s Finances

$-

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

2002 2003 2004 2005 2006

Net Income Revenue

Page 29: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Google’s Stock Value

Page 30: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Similarities: Control Data & Google

Culture Lack of Bureaucracy Strong Customer Focus

Knowledge Workers Needs Acute Knowledge Supportive Infrastructure Risks/Failures

Page 31: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Motivating People to Volunteer at the Baltimore National Aquarium

Case Study

Page 32: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

What makes you Volunteer?

To Learn

Satisfaction 98% of adults believe that a great deal of satisfaction is

gained by volunteering

Be an example for family and friends Time is one of their most valued commodities.

Relationships are highly valued Interact with others

Volunteers prefer to be creative as they solve problems.

Page 33: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Does it match up?

Learn

Satisfaction

Be an example

Relationship

solve problems.

Trained and tested for each specific job

Weekly distributions showing the difference being done

Live the mission of the Aquarium

Eat together, have dinner and celebrate as groups

Input is important, treated as staff

Page 34: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

How good are they?

Designed in 1977

600 active volunteers

Model that many other organizations copy

Clear mission and goals

Making a difference on the environment

“Running a world-class volunteer program demands the same standards of excellence as any well-run corporate business,” says Audrey Suhr, director of volunteer services and staff development at the National Aquarium in Baltimore.

Page 35: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Questions?

Page 36: Employee Productivity Rachel Waldo Brett Corday Abby Martin Motivation & Incentives

Thank you for your participation and for listening.