Saturday, May 2, 2009
Wednesday, January 23, 2008
should avoid the temptations of false promises or deception.
should avoid the temptations of false promises or deception.
Understanding Employee's Goals
But how can a manager learn to understand the individual needs and suitable rewards for. an employee? Even a psychologist can spend months with clients without fully understanding them. One occasionally hears another say that she has been married years and still cannot figure out her husband. The interesting and fascinating aspect of people is their unpredictability.
An excellent way for managers to understand their employees better is to spend time visiting with them. As people spend more time with each other, they feel more comfortable with one another and are consequently more in~lined to relate private feelings and needs. Such cannot be accomplished in an annual pelformance review where a manager says little that is more specific than, "What are you looking for in your job?" With time and effort, managers can develop a sense of openness and trust in communication. Managers developing an open communication climate need to listen to employees without being quick to criticize.
One need not try to play the role of a psychologist As employees become more open, they will relate the importance of group or individual recognition, the type of achievements tlfey feel best about, and the type of. work they most enjoy. Employees will also feel freer to state their complaints to a listening manager-an invaluable way in which to understand employees better. In such cases, employees will often complain about needs the present situation does not satisfy.
Understanding Employee's Goals
But how can a manager learn to understand the individual needs and suitable rewards for. an employee? Even a psychologist can spend months with clients without fully understanding them. One occasionally hears another say that she has been married years and still cannot figure out her husband. The interesting and fascinating aspect of people is their unpredictability.
An excellent way for managers to understand their employees better is to spend time visiting with them. As people spend more time with each other, they feel more comfortable with one another and are consequently more in~lined to relate private feelings and needs. Such cannot be accomplished in an annual pelformance review where a manager says little that is more specific than, "What are you looking for in your job?" With time and effort, managers can develop a sense of openness and trust in communication. Managers developing an open communication climate need to listen to employees without being quick to criticize.
One need not try to play the role of a psychologist As employees become more open, they will relate the importance of group or individual recognition, the type of achievements tlfey feel best about, and the type of. work they most enjoy. Employees will also feel freer to state their complaints to a listening manager-an invaluable way in which to understand employees better. In such cases, employees will often complain about needs the present situation does not satisfy.
Probability of obtaining a reward
Probability of obtaining a reward
Regardless of the value of the reward to an employee, she must know the probability of obtaining that reward. One way for a manager to do this is to establish procedural models that tell employees that if they perform as expected, rewards will follow. For instance, if Mary, an accountant, prepares a report, she should present it to the executive group. This will help her to fulfil her need for recognition and show her that her work is important. Also, it lets employees know that if they make a suggestion, they will be listened to. Such practice recognize a person as an individual.
I Another way of letting an employee know what the probability is of obtaining a reward is to tell him. For instance, "Mark, in the past we have had difficulty getting the test on the magnesium components done on time. I know this is a long, tedious job, so is you get it all completed by Tuesday, you can make the report to the plant manager's staff." Another example would be, "Rex, when you master the ~.se of this computer program, I will see if we can send )'ou to a special training program on the new system." On a different level, a manager might tell a new engineer that two of the last four engineers who worked in this area were given spocial corporate research projects whe~1 they received high exposure. .
Of course, a manager may not know Uie probability of an employee obtaining a particular reward when the employee perfonns in a satisfactory mmmer. For instance, a young salesperson may want a more responsible sales director. position. Unfortunately, the manager may not know if or when such a position might become available. Candor is important in these situations, and the manager
Regardless of the value of the reward to an employee, she must know the probability of obtaining that reward. One way for a manager to do this is to establish procedural models that tell employees that if they perform as expected, rewards will follow. For instance, if Mary, an accountant, prepares a report, she should present it to the executive group. This will help her to fulfil her need for recognition and show her that her work is important. Also, it lets employees know that if they make a suggestion, they will be listened to. Such practice recognize a person as an individual.
I Another way of letting an employee know what the probability is of obtaining a reward is to tell him. For instance, "Mark, in the past we have had difficulty getting the test on the magnesium components done on time. I know this is a long, tedious job, so is you get it all completed by Tuesday, you can make the report to the plant manager's staff." Another example would be, "Rex, when you master the ~.se of this computer program, I will see if we can send )'ou to a special training program on the new system." On a different level, a manager might tell a new engineer that two of the last four engineers who worked in this area were given spocial corporate research projects whe~1 they received high exposure. .
Of course, a manager may not know Uie probability of an employee obtaining a particular reward when the employee perfonns in a satisfactory mmmer. For instance, a young salesperson may want a more responsible sales director. position. Unfortunately, the manager may not know if or when such a position might become available. Candor is important in these situations, and the manager
the average manager is really helpless to use money as a reward.
this problem, unfortunately, most merit pay systems have failed. Significantly, employees are unable to perceive a direct relationship between pay and perfol1TIance.
Besides, the average manager is really helpless to use money as a reward. Assume that a company uses a merit system contingent upon an annual performance review. Employees find it extremely difficult to relate a specific performance that took place 11 months prior to a merit increase of may be 5 per cent. Of course, not only is a manager severely limited in the amount of merit pay that may be granted, but the merit pay will have little impact on take-home payor earning power in times of high inflation. In face, many managers may feel compelled to administer merit increases near the allowable maximum to even mediocre perfOlmers just to allow employees to keep pace with the high rate of inflation.
Because of the nature of merit systems in an era of inflation, money is really a negative rather than a positive motivational device. Employees may operate more from a fear of not receiving a customary increase rather than for extra incentive. Fear may develop because the salary is
important just -to meet the physical needs of having food, shelter, and clothing. This is not to say that money is not important when considering motivation; rather, it is to say that monetary rewards are not viable alternatives for the average manager considering ways to motivate employees to exert greater eff0l1 on the job.
A manager will succeed more by using effective
communication to emphasize the social and egotistical needs, Also, when managers emphasize the probability of
obtaining a reward. they meet with greater success in their
efforts to improve employee perfOlmance.
Besides, the average manager is really helpless to use money as a reward. Assume that a company uses a merit system contingent upon an annual performance review. Employees find it extremely difficult to relate a specific performance that took place 11 months prior to a merit increase of may be 5 per cent. Of course, not only is a manager severely limited in the amount of merit pay that may be granted, but the merit pay will have little impact on take-home payor earning power in times of high inflation. In face, many managers may feel compelled to administer merit increases near the allowable maximum to even mediocre perfOlmers just to allow employees to keep pace with the high rate of inflation.
Because of the nature of merit systems in an era of inflation, money is really a negative rather than a positive motivational device. Employees may operate more from a fear of not receiving a customary increase rather than for extra incentive. Fear may develop because the salary is
important just -to meet the physical needs of having food, shelter, and clothing. This is not to say that money is not important when considering motivation; rather, it is to say that monetary rewards are not viable alternatives for the average manager considering ways to motivate employees to exert greater eff0l1 on the job.
A manager will succeed more by using effective
communication to emphasize the social and egotistical needs, Also, when managers emphasize the probability of
obtaining a reward. they meet with greater success in their
efforts to improve employee perfOlmance.
through effective communication a manager can help an employee meet social and egotistical needs
questions, by listening to the employees, and by refraining from criticism when small errors are made.
The real impact communication can have as a tool for recognizing employees was verified by a quality control manager in a food processing plant. This manager has 32 people either directly or indirectly reporting to her. She listed each.person' s name in a small book. She then made a special point of talking to each person individually about something other than immediate work at hand at least once a week. The manager knew that with 32 people it would be easy to omit certain employees, so she put a checkmark after the person's name after the conversation. This meant that she took special care to recognize each
person individually at least' once a week even though it.
was a large department. The prevailing atmosphere within the department was one of trust and cooperation, and the manager was recognized by the plant manager for the fine performance in the department.
Clearly, through effective communication a manager can help an employee meet social and egotistical needs. But let us look at a common notion that has not been explored: money's role as motivator.
Mon~y as a form of reward
We could develop a lengthy debate about the relative importance of money as a motivator. While one research study could be cited about salary's effects on turnover,
---other research would indicate that many employees will actually stay on a particular job when they could change for increased salaries. The critical fact is that the monetary compensation must be related to immediate performance,
'. and this is where most compensation programs have failed. While merit programs are designed to overcome
The real impact communication can have as a tool for recognizing employees was verified by a quality control manager in a food processing plant. This manager has 32 people either directly or indirectly reporting to her. She listed each.person' s name in a small book. She then made a special point of talking to each person individually about something other than immediate work at hand at least once a week. The manager knew that with 32 people it would be easy to omit certain employees, so she put a checkmark after the person's name after the conversation. This meant that she took special care to recognize each
person individually at least' once a week even though it.
was a large department. The prevailing atmosphere within the department was one of trust and cooperation, and the manager was recognized by the plant manager for the fine performance in the department.
Clearly, through effective communication a manager can help an employee meet social and egotistical needs. But let us look at a common notion that has not been explored: money's role as motivator.
Mon~y as a form of reward
We could develop a lengthy debate about the relative importance of money as a motivator. While one research study could be cited about salary's effects on turnover,
---other research would indicate that many employees will actually stay on a particular job when they could change for increased salaries. The critical fact is that the monetary compensation must be related to immediate performance,
'. and this is where most compensation programs have failed. While merit programs are designed to overcome
Ensure that credit is given to those to whom it is due
practice, involves small groups of people who regularly do similar work. The groups meet to identify and analyze causes of problems and recommend their solutions to management. But for the quality circles to really work, effective managers must coordinate them. Larry Nelson, a consultant specializing in quality circles, maintains that the following participant conduct is important for a circle to be effective:
.
Listen to, and show respect for the views of other members.
Critique ideas, not persons.
.
Treat everyone as equal.
Ensure that credit is given to those to whom it is
due.
As these suggest, each person is recognized as
important to the process. .
In the business section of a Tokyo newspaper, Tateo Tsunemi, a Japanese expert on American business, recently indicated many American business managers on the grounds of their dictatorial approach toward workers. These managers do not understand the mentality of the workers and they do not necessarily have confidence in the workers in the way that their Japanese counterparts do. Obviously, managers must show that they trust their employees to communicate a sense of recognition and importance.
Some managers believe that they show adequate recognition to employees by saying "good morning" or by telling them occasionally that they have done a good job. Of course, this is important, but a manager shows a more meaningful level of recognition by asking the employees
.
Listen to, and show respect for the views of other members.
Critique ideas, not persons.
.
Treat everyone as equal.
Ensure that credit is given to those to whom it is
due.
As these suggest, each person is recognized as
important to the process. .
In the business section of a Tokyo newspaper, Tateo Tsunemi, a Japanese expert on American business, recently indicated many American business managers on the grounds of their dictatorial approach toward workers. These managers do not understand the mentality of the workers and they do not necessarily have confidence in the workers in the way that their Japanese counterparts do. Obviously, managers must show that they trust their employees to communicate a sense of recognition and importance.
Some managers believe that they show adequate recognition to employees by saying "good morning" or by telling them occasionally that they have done a good job. Of course, this is important, but a manager shows a more meaningful level of recognition by asking the employees
This concept, a take-off on Japanese management
and goes a long way toward motivating an individual to meet group goals.
The manager who blocks an employee's need to belong is one who develops intense competition between employees, does not keep employees equally informed on important matters, or may even isolate certain employees for privileged information. This manager also eliminates opportunities for group decision-making and attempts to keep employees isolated on important matters. This type of manager assumes the central role of total responsibility and credit and blocks any efforts to the group or gain a sense of achievement. On the other hand, the operation of the effective manager communicates in a manner that assists employees to meet their need to belong.
A manager can help-employees satisfy their egotistical needs by communicating their importance to the company
and recognizing them as individuals. Two out of three'
companies have formal recognition programs, and most personnel managers believe that recognition programs help keep and motivate employees. But it is often difficult to make formal programs effective at the individual level. Thus, the free trip to Hawaii gives a lot of recognition to one employee, but what about all the others? This is why.. each manager is so important at the individual level. 1\t that level he can give individual recognition by simply asking employees for' their ideas and listening to them. Such recognition makes an individual feel worthwhile and important to the company. For this reason, the concepts of participation and quality circles have become such popular concepts with American management. Let us take a quick look at quality circles.
This concept, a take-off on Japanese management
The manager who blocks an employee's need to belong is one who develops intense competition between employees, does not keep employees equally informed on important matters, or may even isolate certain employees for privileged information. This manager also eliminates opportunities for group decision-making and attempts to keep employees isolated on important matters. This type of manager assumes the central role of total responsibility and credit and blocks any efforts to the group or gain a sense of achievement. On the other hand, the operation of the effective manager communicates in a manner that assists employees to meet their need to belong.
A manager can help-employees satisfy their egotistical needs by communicating their importance to the company
and recognizing them as individuals. Two out of three'
companies have formal recognition programs, and most personnel managers believe that recognition programs help keep and motivate employees. But it is often difficult to make formal programs effective at the individual level. Thus, the free trip to Hawaii gives a lot of recognition to one employee, but what about all the others? This is why.. each manager is so important at the individual level. 1\t that level he can give individual recognition by simply asking employees for' their ideas and listening to them. Such recognition makes an individual feel worthwhile and important to the company. For this reason, the concepts of participation and quality circles have become such popular concepts with American management. Let us take a quick look at quality circles.
This concept, a take-off on Japanese management
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