1. Process Charts–Various charts are prepared to display the movements of a job so as to find out the way to improve it.
2. Application of Laws of Motion Economy–The laws of motion economy suggest ways to do the work with minimum fatigue and time. According to Gilbreths, the laws of motion economy are:
● Both hands should work and rest at the same time.
● Both hands should begin and complete their therblings at the same
instant.
● Motion of arms should be in opposite and symmetrical directions
instead of in the same direction and should be made simultaneously.
● All materials and tools should be so located to permit proper sequence
of therblings. The part required at the beginning of the cycle should be next to the point of release of the finished piece from the former.
Time and Motion Study 1919191919
● All materials and tools should be located within the normal grasp area,
which is within the maximum working areas.
● Sequences of motion should be arranged to build rhythm and auto-
matically in the operation.
● Hands should be relieved of all work that can be done by feet or other
parts of body.
● Tools and materials should be prepositioned as much as possible to reduce
the search, find and select operations.
● The paths of fast motions should be taught and learned.
3. Preparation of Questionnaires–By preparing certain questionnaires and seeking the answers certain suggestive improvements may emerge. Some of the questions which may be posed are as below:
● Who, where, why and when is the job done? ● How many workers will be able to do the work? ● Can we eliminate or combine certain operations? ● Can the job be performed by machines?
● Can it be better performed at some other time?
4. Analysis of Therblings–Bodily movements called therblings are analyzed to find a better method of doing a work.
5. Micro-Motion Study–It is the study of very small elements of motions and their analysis with the aid of a special camera and a timing device. It enables greater detailing than eye observation provides greater accuracy than pencil-paper and stop watch techniques.
4.7 A
DVANTAGES ANDD
ISADVANTAGES OFM
OTIONS
TUDYADVANTAGES
● It leads to increase the production.
● It increases the efficiency of workers by reducing fatigue and manual
labour.
● It helps in to reduce the cost of the production. ● It ensures low price of goods.
● It leads to increase wage structure. ● It improves the working conditions.
DISADVANTAGES
● It adversely affects the initiative and creativeness of workers.
● It lays down a certain pattern of motions which, if employed task become
monotonous.
● It does not take into consideration the differences in the efficiency of
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20 Industrial Psychology
● It fixes standards which may not be achievable and hence disliked by
workers.
4.8 R
ELATION BETWEENM
OTIONANDT
IMES
TUDYPreviously, time and motion studies were used in the manufacturing industry to evolve wage structure with the thought that money was the only motivation for work. In modern era:
● time and motion studies can be effective for performance standards; ● time and motion studies can be used for planning purpose in order
to predict the level of output that may be achieved;
● time and motion studies can be used to uncover problem and create
solutions; and
● time and motion studies can be used for time cost analysis.
Motion and time study both are closely related. The adoption of one without the other does not give the best result. According to Frank Gilbreth time study would be misleading if it was not proceed by motion study. Both are complimentary and not competitive to each other.
Although time study can be made without motion study and vice-versa but it is not possible to fix ideal standards of work without the study of both. Motion study involves the study of the various elements of motion to work and lays down standards motions. Time study is required to measure the economic of motion study so as to find the 'one best way, of doing a job.
Motivation 2121212121
p
MOTIVATION
CHAPTER
5
5.1 I
NTRODUCTIONA
t one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behaviour is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep he or she working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee's quality of work or all work in general will deteriorate.
Keeping an employee working at full potential is the ultimate goal of employee motivation. Just as there are unlimited amounts of motivators, there are unlimited amounts of methods to help keep employees motivated. Some traditional ways or motivating workers are placing them in completion with each other. Friendly competition is a great way to generate motivation among employees. This gives a chance for employees to flex their working skills in a competition against their peers. This not only will motivate employees with a result of greater production. But the competition with recorded results will give the employer an idea of who is being most productive. In this chapter firstly we define the term motivation and also the types of motivation. Discuss the various motivational theories and studies conducted on motivation. And lastly listing some tips for improving moti- vation at workplace.
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22 Industrial Psychology
5.2 C
ONCEPT ANDM
EANINGA simple definition of motivation is the ability to change behaviour. It is a drive that compels one to act because human behaviour is directed toward some goal. Motivation is intrinsic (internal); it comes from within based on personal interests, desires, and need for fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions also influence motivation. Motivation is the need or desire that causes a person to act; to have initiative, spirit or be enterprising.
Motivation has been defined as: the psychological process that gives behaviour purpose and direction.1 A predisposition to behave in a purposive manner to achieve specific, unmet needs.2 An internal drive to satisfy an unsatisfied need.3
Motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals.4
The processes that account for an individual's intensity, direction and persistence of effort towards attaining a goal.5
People who are committed to achieving organizational objectives generally outperform those who are not committed. Those who are intrinsically rewarded by accomplishments in the workplace are satisfied with their jobs and are individuals with high self-esteem. Therefore, an important part of management is to help make work more satisfying and rewarding for employees and to keep employee motivation consistent with organizational objectives. With the diversity of contemporary workplaces, this is a complex task. Many factors, including the influences of different cultures, affect what people value and what is rewarding to them.
From a manager's perspective, it is important to understand what prompts people, what influences them, and why they persist in particular actions. Quick (1985)6 presented these four underlying principles that are important to understanding motivation:
1. People have reasons for everything they do.
2. Whatever people choose as a goal is something they believe is good for them.
3. The goal people choose must be seen as attainable.
4. The conditions under which the work is done can affect its value to the employee and his or her perceptions of attainability or success.
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5.3 T
YPES OFM
OTIVATIONExhibit 1(a): Types of Motivation
Exhibit 1(b): Types of Motivation