Increasing Effectiveness

at Work
By: Klariza Mae J. Bachini
 Increasing Effectiveness at Work

• Theories on Work Design

• Workplace Flexibility
• Creativity and Innovation
• Quality Management (Customer Focus, TQM, Reengineering, Six Sigma)
• Human Resource Management (selection, training, performance management,
rewards system, employee relations)
• Work-life balance and productivity
• Change Management
 Theories on Work Design
• Sociotechnical Systems Theory (STS)
 was coined by Eric Trist, Ken Bamforth and Fred Emery in the World War II
 The STS Theory seeks to enhance job satisfaction and improve productivity through a
design process that focuses on interdependencies between and among people,
technology and the work environment.

Reference: Torraco, 2005

Sociotechnical Systems Theory (STS)
 Theories on Work Design
• Process Improvement
 The Process Improvement theory derives from the notion that understanding how
work is accomplished during various phases of the process is the key to successful
efforts to improve a redesign work
 Business Process Management
 Theories on Work Design
• Adaptive Structuration Theory
 seeks to understand the types of structures that are provided by advanced technologies
and the structures that actually emerge in human action as people interact with these
technologies.
 is a theory of group communication
 AST was developed by M. Scott Poole based on the work of Giddens, Robert McPhee,
and David Seibold

Reference: Torraco, 2005

 Theories on Work Design
• Job Characteristics Model
 based on the idea that the task itself is key to employee motivation
 Designed by Hackman and Oldham
 It states that there are five core job characteristics (skill variety, task identity, task
significance, autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and knowledge
of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism,
work motivation, etc.)
Job Characteristics Model
 Theories on Work Design
• Technostructural Theory
 focuses on improving work content, work method, work flow, performance factors, and
relationship among workers
Types:
1. Job Enlargement
2. Job Enrichment
3. Alternative Work Schedule
 Theories on Work Design
• Activity Theory
 is all about 'who is doing what, why and how'
Activity Theory
 Workplace Flexibility
• Flexibility enables both individual and business needs to be met through
making changes to the time (when), location (where) and manner (how) in
which an employee works.
• Flexibility should be mutually beneficial to both the employer and employee
and result in superior outcomes

Reference: Alfred P. Sloan Foundation

 Types of Workplace Flexibility
• Telecommuting
 allows employees to work remotely. They’ll be working from home offices.
Telecommuting can be either full-time or part-time, as dictated by the job.
• Flexible Schedule
 allows employees to have a flexible schedule means they can start and stop their day
when they need to, based upon the needs of their day on both a personal and
professional level. Workers can have flexible schedules both in the office and remotely.

Reference: Parris, J.
 Types of Work Flexibility
• Part-time
 A part-time schedule is when an employee works between 30-35 hours a week or less.
Part-time workers might be responsible for just one part-time job, or two part-time
workers may work together as part of a job share and split the duties of one full-time
position.
• Freelancing
 Freelance workers typically are hired for project-specific assignments. They might also
be brought on for full-time, part-time, or seasonal work.

Reference: Parris, J.
 Innovation and Creativity
• Innovation
 is the intentional introduction and application (within an individual, group or
organization) of ideas, processes, products or procedures which are new to the relevant
unit of adoption, designed to significantly benefit the individual, the group,
organization or wider society.
 is the development (or the adaptation) and implementation of an idea, which is useful
and new to the organization at the time of adoption
 relates to new products and services, production methods and procedures, production
technologies, and to administrative changes.

West and Farr, 1990

 Innovation and Creativity
• Creativity
 is at the very heart of any innovation.
 is a new idea – generated within the organization or imported from outside – that
stands at the beginning of the innovation process
 is important while turning the idea into a new product, service, procedure or working
method

West and Farr, 1990

 Innovation and Creativity
• Theories on Creativity and Innovation
• Componential Theory of Organizational Creativity and Innovation
 the influences on creativity include three within-individual components: domain-relevant
skills (expertise in the relevant domain or domains), creativity-relevant processes
(cognitive and personality processes conducive to novel thinking), and task motivation (the
intrinsic motivation to engage in the activity out of interest, enjoyment, or a personal sense
of challenge).
Componential Theory of Organizational
Creativity and Innovation

Reference: Panigrahy, N. & Pradhan, R. (2015)

 Theories on Creativity and Innovation
• Interactionist Perspective of Organizational Creativity
 described creativity as the complex product of a person's behavior in a given situation
 provides a conceptual overlay for the interactionist perspective on organizational creativity
Interactionist Perspective of Organizational
Creativity

Reference: Panigrahy, N. & Pradhan, R. (2015)

 Theories on Creativity and Innovation
• Theory of Individual Creative Action
 starts with sensemaking, searching for information and building an interpretive schema
that gives meaning to a problem or episode.
 individuals must be then motivated. i.e. : they must be willing and seeking to take
creative action
Theory of Individual Creative Action

Reference: Panigrahy, N. & Pradhan, R. (2015)

 Theories on Creativity and Innovation
• Four Factor Theory of Team Climate for Innovation
• Michael A. West (1990) proposed that a four-factor model of work group innovation,
hyphothesizing that the four major factors are predictive of innovativeness
• Four factors: Vision, Participation Safety, Task Orientation and Support for
Innovation

Reference: Anderson and West (1994)

Four Factor Theory of Team Climate for
Innovation

TEAM
TEAM WORK INNOVATION
CLIMATE

(PROXIMAL WORK
GROUP)
 Quality Management
• Quality Management
 is described as a management revolution, a revolutionary philosophy of management, a
new way of thinking about the management of organizations, a paradigm shift, a
comprehensive way to improve total organisational performance, an alternative to
management by control or as a framework for competitive management.

Reference: Foley, 2004

 Quality Management
• Total Quality Management
refers to the kinds of participative management programs we have
been describing. They are characterized by increased employee
involvement, responsibility, and participation in jobs that have
expanded, enriched , and enlarged.

Reference: Schultz, D. & Schultz, S. (2010).

Primary Elements of TQM

Reference: http://cemarkingmumbai.com/tqm.aspx
 Quality Management
• Reengineering
 allows standardizing the process by means of implementation of standard procedures
and models of fundamental changing of the character of implemented works and the
whole administrative system.
 the attempt to redesign completely the processes and procedures in an organization.
 promises to deliver corporation from the quagmire of inefficiency
 Successful Reengineering will serve as an in-depth guide to reengineering all three
components of a business: processes, organizations, and system.

Reference: Schultz, D. & Schultz, S. (2010).

Reengineering Process
Ford Story
 Ford Story
• They analyzed the current system, and found out that it worked as follows:
1. When the purchasing department would write a purchase order, they sent a copy to
accounts payable.
2. Then, the material control would receive the goods, and send a copy of the related
document to accounts payable.
3. At the same time, the vendor would send a receipt for the goods to accounts payable.
4. Then, the clerk at the accounts payable department would have to match the three
orders, and if they matched, he or she would issue the payment. This, of course, took
a lot of manpower in the department.
Ford Story
 Ford Story
• So, as is the case with Business Process Reengineering, Ford completely
recreated the process digitally.
1. Purchasing issues an order and inputs it into an online database.
2. Material control receives the goods and cross-references with the database to make
sure it matches an order.
3. If there’s a match, material control accepts the order on the computer.
4. This way, the need for accounts payable clerks to match the orders was completely
eliminated.
Ford Story
 Quality Management
• Six Sigma
 A structured method for improving business processes.
 Six Sigma is simply a process for solving a problem
 There are 2 method of Six Sigma:
1. DMAIC (Define, Measure, Analyze, Improve, Control)
2. DMADV (Define, Measure, Analyze, Design, Verify)

Reference: Schultz, D. & Schultz, S. (2010).

 Six Sigma

Reference: https://www.google.com.ph/search?biw=1093&bih=466&tbm=isch&sa=1&ei=r
 Quality Customer Service
• Customer Service
 end-to-end series of activities(process) by which s business deals with its customers
• Quality Customer Service
 an objective for every company that is so vital to its success that it goes beyond the
traditional customer service department.

Reference: Binghay (2007)

 Customer Satifaction
• Customer Satisfaction
 Refers to the impressions that the service provider has done something worthwhile,
and done in a way the customers want it done.
Three levels of Customer Satisfaction:
1. Customer Dissatisfaction - when customer’s expectations are not met.
2. Customer Satisfaction – when customer’s espectations are met.
3. Customer Delight - when customer’s expectations are exceeded.

Reference: Binghay (2007)

 The Customer
• Customer
 Anyone within or outside the firm who is the recipient of one’s work outputs.

Types of Customers:
1. Internal Customers – people who are in need of service of other people within
the organization
2. External Customers – people who depend on other organization for service.

Reference: Binghay (2007)

 Service Grouping
Type of Service Outcome Profile
These businesses have customers
Leading to Customer who are their critic, who will be
Poor Service Dissatisfaction actively looking to deal with
someone else and telling others
how bad the service is.
These business have customer
Mediocre Service Leading to Non-commital service who are fence sitters where
satisfaction the relationship os only as good as
the last encounter.
These businessed have customers
Quality Service Leading to completely satisfied who are their fans and whom they
customers can rely on for their loyalty.
 Human Resource Management
• Human Resource Management (HRM)
 is a strategic approach to managing employment relations which emphasizes that leveraging
people’s capabilities is critical to achieving competitive advantage, this being achieved
through a distinctive set of inegrated employment policies, programmes and practices

Reference: Bratton and Gold (2012)

Reference: Schultz, D. & Schultz, S. (2010).
The Guest Model of HRM
 Work Life Balance and Productivity
• Work-life Balance
 being achored by a foundation of purpose and meaning, while remaining flexible
enough to bend with changing needs and conditions.
 Work-Life Balance and Productivity
• Components of Work-life Balance
• Time Management
 is the process of organizing and planning how to divide your time between specific activities.
• Self- Management
 is an organizational model wherein the traditional functions of a manager (planning,
coordinating, controlling, staffing and directing) are pushed out to all participants in the
organization instead of just to a select few.

Reference: Schultz, D. & Schultz, S. (2010).

 Generations and Work-life Balance
• Baby Boomers (1946-1964)
• Generation X (1965-1980)
• Generation Y (born after 1980)
• Organization-man Generation (born prior to 1946)
 Generations and Work-life Balance
Baby Boomers Generation X
Highly experienced Better educated
Work Oriented More mobile
Stable in employment Exhibit less organizational
commitment
Entrepreneurial
Technologically literate
They tend to stay longer in the They are much more inetrested in They are much more inetrested in
workplace rather than retiring. work-life balance.
Generation Y (Millenials)
Better educated
More mobile
Exhibit less organizational
commitment
Entrepreneurial
Technologically literate
work-life balance.
Reference: Chalofsky (2010)
 Components of Work-life Balance
• Stress Management
 a “set of techniques and programs intended to help people deal more effectively
with stress in their lives by analyzing the specific stressors and taking positive actions to
minimize their effects.”
• Technology Management
 effectively managing technology means ensuring that technology serves you, rather than
abuses you.
• Leisure Management
 acknowledges the importance of rest and relaxation and “time off ” is a vital component of
the human experience.

Reference: Schultz, D. & Schultz, S. (2010).

 Productivity at Work
• Productivity
• A measure of the efficiency of a person, machine, factory, system, etc., in converting
inputs into useful outputs.
• Productivity is computed by dividing average output per period by the total costs
incurred or resources (capital, energy, material, personnel) consumed in that period.

Reference: Business Dictionary

 Ways to Increase Prodictivity at Work
1. Stop multi-tasking
2. Take breaks
3. Set small Goals
4. Take care of the biggest tasks when you’re most alert
5. Implement the “two-minute rule”

Reference: Stahl (2018)

 Change Management
• Change Management
 is the discipline that guides how we prepare, equip and support individuals to
successfully adopt change in order to drive organizational success and outcomes.

Reference: ProScience
 Change Management
Three Levels of Change Management:
1. Individual Change Management
 requires understanding how people experience change and what they need to change
successfully.
 requires knowing what will help people make a successful transition: what messages do
people need to hear when and from whom, when is the optimal time to teach someone
a new skill, how to coach people to demonstrate new behaviors, and what makes
changes “stick” in someone’s work.

Reference: ProScience
 Change Management
2. Organizational / Initiative Change Management
 it is often impossible for a project team to manage change on a person-by-person basis.
 Organizational or initiative change management provides us with the steps and actions
to take at the project level to support the hundreds or thousands of individuals who are
impacted by a project.

Reference: ProScience
 Change Management
3. Enterprise Change Management Capability
 an organizational core competency that provides competitive differentiation and the
ability to effectively adapt to the ever-changing world.
 effective change management is embedded into your organization’s roles, structures,
processes, projects and leadership competencies.
 Change management processes are consistently and effectively applied to initiatives,
leaders have the skills to guide their teams through change, and employees know what
to ask for in order to be successful.

Reference: ProScience
Reference: Smart sheet
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