Page 366 - The Handbook for Quality Management a Complete Guide to Operational Excellence

352 C o n t i n u o u s I m p r o v e m e n t C o n t r o l / V e r i f y S t a g e 353

Aubrey and Felkins (1988) list the following effectiveness measures:
• Leaders trained
• Number of potential volunteers
• Number of actual volunteers
• Percent volunteering
• Projects started
• Projects dropped

• Projects completed/approved
• Projects completed/rejected
• Improved productivity
• Improved work environment
• Number of teams
• Inactive teams
• Improved work quality
• Improved service
• Net annual savings

Recognition and Reward
Recognition is a form of employee motivation in which the company
identifies and thanks employees who have made positive contributions to
the company’s success. In an ideal company, motivation flows from the
employees’ pride of workmanship. When employees are enabled by man-
agement to do their jobs and produce a product or service of excellent
quality, they will be motivated.
The reason recognition systems are important is not that they improve
work by providing incentives for achievement. Rather, they make a state-
ment about what is important to the company. Analyzing a company’s
employee recognition system provides a powerful insight into the com-
pany’s values in action. These are the values that are actually driving
employee behavior. They are not necessarily the same as management’s
stated values. For example, a company that claims to value customer sat-
isfaction but recognizes only sales achievements probably does not have
customer satisfaction as one of its values in action.
Public recognition is often better for two reasons:

1. Some (but not all) people enjoy being recognized in front of their
colleagues.

2. Public recognition communicates a message to all employees
about the priorities and function of the organization.

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