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  • 1. Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • 2. Chapter 15 Motivation, Reward, and Recognition
  • 3. Morale
    • Morale is a state of mind based largely on the perceptions of workers toward their work, their employer, their colleagues, and their supervisors.
  • 4. Motivation
    • Motivation is a cognitive drive that occurs when an individual seeks satisfaction of higher-order needs (psychological needs, and the need for self-actualization).
  • 5. Major Factors Affecting Morale
    • Employee Factors: personality; family situations; adjustment ability; ease of meeting daily requirements; suitability for the job.
    • Nature of the Job: fulfilling or unrewarding; prestigious or not; growth opportunity; job security; organization’s financial status; job stress; communication quality.
  • 6. Major Factors Affecting Morale
    • Attitude and Behavior of Employer and Management: Apportionment of awards; promotion frequency; organization’s adjustment to crises;.
    • The Quality of Supervision: How well and how effectively employees are led and how fairly they are treated fairly and with respect and consideration.
  • 7. Signs of a Morale Problem
    • Diminishing productivity
    • Increased complaining
    • Increased resistance to change
    • Decreased willingness to help out
    • Increased absenteeism, tardiness
    • More grievances and complaints
    • Increased turnover
  • 8. To Learn About Morale
  • 9. Improve Employee Morale by:
      • Ensuring timely and visible reaction to employee attitude surveys.
      • Establishing and maintaining a problem-solving culture
      • Controlling rumors
  • 10. Improve Employee Morale by:
    • Sharing financial information with employees
    • Insisting on fair and equitable treatment of all employees.
    • Vigorously controlling harassment and discrimination.
  • 11. Improve Employee Morale by:
    • Spending more time where the work is taking place.
    • Ensuring that job candidates are carefully screened.
    • Providing timely and thorough supervisory training.
  • 12. Compensation and Benefits Systems
    • Employers generally know what salaries and benefits their competitors offer, and they respond appropriately by regularly reviewing and adjusting their reward and recognition systems
    • Always treating people as winners or potential winners
    • Rewarding and recognizing appropriately
    • Ensuring social acceptance of all employees
    • Instilling pride through improved orientation of new employees
    • Making certain that their employees know the why and how of their tasks
    • Maintaining a mindset of optimism and success
    • Assigning discouraged workers to teams of go-getters and upbeat individuals
    • Getting rid of troublemakers and morale destroyers
    • Introducing more flexible work schedules
    • Keeping all staff fully informed at all times
    • Becoming a change agent, proactive rather than reactive
    • Involving employees in decision making and planning
    • Helping employees obtain deserved pay increases
  • 16. Motivation: RAGWAR
  • 17. Supervisor’s Motivational Strategies
    • Define expectations, set goals, delegate, train, coach, counsel, and provide feedback.
    • Provide for the maintenance and growth of professional skills
    • Relax tight supervisory controls, demonstrate trust in employees, and delegate decision-making authority.
  • 18. Supervisor’s Motivational Strategies
    • Alter job titles and rewrite position descriptions to make jobs more important or to appear so.
    • Recruit and select motivated people, or at least attempt to do so.
    • Improve the job itself to the maximum possible extent.
  • 19. Supervisor’s Motivational Strategies
    • Learn as much as you can about your people and their different personalities.
    • Do not rely only on salary administration for rewards and recognition.
    • Take your employees into your confidence, seek their advice, and share information.
  • 20. Supervisor’s Motivational Strategies
    • Provide support for your employees. Be available to help when they need help, but do not stand in their way.
    • Be a respected role model.
    • Increase opportunities for education and training
  • 21. A Supervisor’s Challenge
    • Motivating the steady but unspectacular worker: even if this person cannot be led to do more and better, you should at least want to see that the steady performance is maintained.
  • 22. Increasing the Motivational Value of the Work
    • Provide a diversity of experience by giving new assignments, cross-training, or rotating workstations.
    • Let people swap assignments.
    • Assign monotonous tasks or those requiring less expertise to less-qualified employees.
    • Allow a little time for practical research; special projects; etc.
  • 23. Increasing the Motivational Value of the Work
    • Permit a few fun tasks.
    • Stimulate creativity by talking about new services, products, equipment, or procedures or other means.
    • Provide holistic tasks where employees can see the results of their efforts.
  • 24. Reward Teams as Well
    • It is essential that rewards also be made available for team performance as well for individual performance.
  • 25. Incentive strategy design requires:
    • (1) ascertaining the needs and wants of customers,
    • (2) setting performance standards or delineating expected results, and
    • (3) measuring performance against these standards or results.
  • 26. Reward-worthy behavior:
    • Such behavior is often demonstrated by employees who are regularly willing to go above and beyond the call of duty by exceeding the expectations placed on them.
  • 27. Rewards Bearing Price Tags
    • Wages and Salaries
    • Employee Benefits
    • Career ladder and parallel path programs
    • Bonuses and special compensation
    • Educational reimbursement
    • Various other low-cost “perks”
  • 28. Nonfinancial Rewards
    • Nonfinancial rewards can be any recognition of performance or achievement that conveys to the individual and to others that this person has performed beyond normal expectations.
  • 29. Recognition --
    • -- is our least expensive and most powerful motivational tool. To be effective, it must be earned, specific, sincere, and offered as soon as possible after what the person did or said to earn it.
  • 30. Effective Recognition Must Be:
  • 31. To enhance the impact of praise:
    • Praise in public
    • Address the person by name
    • State how the action or statement benefited you, the team, the department, or the organization.
    • Follow up with a memo.
    • Submit the commendation to the institution’s newsletter and to public relations.