This document discusses various topics related to human resource retention, including orientation, occupational safety and health, and motivation. For orientation, it describes the purpose of orientation programs and the levels and methods of orientation for new employees. It also discusses who is responsible for orientation. For occupational safety and health, it covers definitions of health and safety, causes of workplace accidents and illnesses, and approaches for preventing accidents, protecting employee health, and managing stress. Finally, it examines several theories of motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory, and discusses incentives, rewards, and strategies for motivating employees.
Employee Health and safety - Meaning, Need & Importance of Employee Health and safety, Health and Safety Measures in Organizations, Safety Program, Safety Committees, Safety Discipline, Safety Policies, Safety Engineering, Safety Audit, Safety Devices, Safety Program, Safety Process / Steps in Safety Program, Role of Organization in Ensuring Mental and Physical Health of Employees
This ebook is intended to provide information to the people, workers and readers that are some way or the other involved with the health and safety at workplaces. This ebook on health and safety is designed by Safety-Steps.co.uk for providing practical guidance on a wide range of health and safety issues that may crop up at the workplaces on everyday basis.
Source - http://www.safety-steps.co.uk/workplace-safety-free-ebook
Employee Health and safety - Meaning, Need & Importance of Employee Health and safety, Health and Safety Measures in Organizations, Safety Program, Safety Committees, Safety Discipline, Safety Policies, Safety Engineering, Safety Audit, Safety Devices, Safety Program, Safety Process / Steps in Safety Program, Role of Organization in Ensuring Mental and Physical Health of Employees
This ebook is intended to provide information to the people, workers and readers that are some way or the other involved with the health and safety at workplaces. This ebook on health and safety is designed by Safety-Steps.co.uk for providing practical guidance on a wide range of health and safety issues that may crop up at the workplaces on everyday basis.
Source - http://www.safety-steps.co.uk/workplace-safety-free-ebook
DISCIPLINe- concept, meaning, importance, Indiscipline, causes of indiscipline, approaches to discipline, the principle of maintaining discipline, aspects, rules, self-discipline, problem, types of problem in an employee, type of punishment.
Constructing a medical surveillance program and biological monitoring to evaluate worker exposure is a complicated process. Herein describes the process to develop a functional occupational medical surveillance program based on identified health risks. Physicians need to respond to acute/chronic health risks based on various occupations in the oil/gas business and recommend the proper course of action to prevent disease. Health risks include chemical, biological, ergonomic, and psychological concerns. Each of these risks should be evaluated using a questionnaire and the results need to be discussed with the patient to confirm or deny the recorded information. The information can help HR hire and retain the best talent as well as identify areas of assistance before a catastrophic event occurs at work, home, or during recreational activities. Information can be tied to other health risk factors related to nutrition, diet, and exercise.
this presentation is about how well being individuals can be at their places of work, and also the likely dangers and how to prevent them and the role of the nurse in this cause.
DISCIPLINe- concept, meaning, importance, Indiscipline, causes of indiscipline, approaches to discipline, the principle of maintaining discipline, aspects, rules, self-discipline, problem, types of problem in an employee, type of punishment.
Constructing a medical surveillance program and biological monitoring to evaluate worker exposure is a complicated process. Herein describes the process to develop a functional occupational medical surveillance program based on identified health risks. Physicians need to respond to acute/chronic health risks based on various occupations in the oil/gas business and recommend the proper course of action to prevent disease. Health risks include chemical, biological, ergonomic, and psychological concerns. Each of these risks should be evaluated using a questionnaire and the results need to be discussed with the patient to confirm or deny the recorded information. The information can help HR hire and retain the best talent as well as identify areas of assistance before a catastrophic event occurs at work, home, or during recreational activities. Information can be tied to other health risk factors related to nutrition, diet, and exercise.
this presentation is about how well being individuals can be at their places of work, and also the likely dangers and how to prevent them and the role of the nurse in this cause.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
Psychological Health and Safety: An Action Guide for EmployersCCOHS
Listen to the recorded webinar of this presentation at: http://staging.ccohs.ca/products/webinars/psych/
We have made significant progress in addressing workplace factors that impact the physical health and safety of employees; now we need to give similar attention to psychological health.
Psychological health concerns have a powerful and expanding impact on the safety, productivity and effectiveness of the workplace.
To provide employers with guidance that includes practical, accessible and actionable recommendations, the Mental Health Commission of Canada-Workforce Advisory Committee has requested the creation of a resource based on a review of the latest scientific evidence and professional practices. Psychological Health and Safety: An Action Guide for Employers is a free online resource that is available to all Canadian employers regardless of size, sector or location.
The guide provides logical implementation steps, with emphasis on clear, realistic actions that are consistent with current knowledge and are supportive of the national standard for psychological health and safety.
This presentation by the guide authors will include a brief description of the underlying research and framework, an overview of the contents, and recommendations for application and dissemination.
Organizations that implement some of the recommended actions will be encouraged to share their experiences in order to inspire and instruct others.
lecture presented by Nimfa T. Maniago at PAARL’s Seminar /Parallel Session-workshop on Library and Web 2011 (Holy Angel University, Angeles City, Pampanga, 19-20 August 2010)
Effective Corporate Wellness Programs for a Healthier, Happier Workplace | En...Enterprise Wired
This article explores the significance of corporate wellness programs, their key components, and the positive impact they can have on both employees and the bottom line.
Wisdom of Well-Being (Joel Bennett, Mim Senft, John Weaver)Joel Bennett
Creating Workplace Well-Being | Time for Evidence-Based Wisdom
This is a slide deck from the 2016 National Wellness Conference where we presented on the chapter we wrote for the "Handbook of Stress & Health" (Wiley).
Listen to presentation: https://podiumcast.com/store/events/41st-annual-national-wellness-conference/201612129
Read chapter: https://www.researchgate.net/publication/313824919_Creating_Workplace_Well-Being
1 Course Learning Outcomes for Unit IV Upon completion.docxoswald1horne84988
1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
4. Relate the concepts of work design, motivation, and information flow.
Reading Assignment
Chapter 5:
Leading with Strategic Intelligence and Profound Knowledge, pp. 61-76
Unit Lesson
Healthcare delivery is very procedure-driven and has a high degree of human touch. Unlike some industries
where a product is produced, in health care we are providing care for people who are often in their greatest
time of need. To create an organization where compassionate care is provided by a motivated team, we must
foster a collaborative environment, and we must have great support systems. In this unit, we will focus on
motivation, workflow design, and information flow.
Motivation
Any department or facility can have great systems, but what happens if the team lacks motivation? It is often
said that people leave bad bosses, not bad jobs. With that in mind, let’s explore practical ways you can create
a highly motivated team:
Believe in others: There is a term called the looking glass self, coined by early sociologist Charles Cooley
(1902), who put forth that people will often behave as they perceive others perceive them. In other words, we
tend to perform to the level we think others think we are capable. To put it differently, people often “play their
part.” When you think back to great leaders or coaches in your life, are they not the people who believed in
you the most and saw your greatest potential? People often put a lot of stock into what they perceive their
manager thinks of them, so believing in others is absolutely critical to bringing out the best in your employees.
Understand that input = output: People in management positions cannot have favorites, giving that positive
energy to some and only casually noticing others. Imagine seeing two staff members in the hallway, asking
the one warmly how she is doing and providing praise from about her, then briefly saying to the other, “Oh hi.”
The employee given the cold reception was given a low energy input, and that is likely the same type of low
energy output she will show in her work (i.e., she is more likely to have low productivity and morale). The
energy managers input into their staff is usually the type of energy and output they will bring about.
Understand hygiene (extrinsic) versus higher level (intrinsic) motivators: Some base-level factors such
as pay or unsafe working conditions can prevent an employee from feeling a sense of satisfaction, while
higher level factors such as recognition, achievement and advancement lead to higher motivation. In other
words, when base level and extrinsic factors that affect motivation are present (good pay, safe work
environment), higher levels of motivation (intrinsic) are more likely to come about (productivity, engagement,
etc.). Base-level motivators are often called hygiene factors, a concept coined by Maslow (194.
Comparison between water production proposals (CPE report summary)
1. Rehabilitation of old Lawaan WTP
2. Construction of new WTP
3. Bulk Water contract
Constraints:
1. Financial
2. Environmental
3. Time Savings
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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3. Purpose of Orientation
Orientation is a set of activities such as familiarizing
new employees with the company rules, policies &
procedures with the view of making the employee
well-adapted to the work environment.
What is Orientation?
1. It creates an initial favorable impression.
2. It enhances interpersonal acceptance.
3. It helps the new recruit adjust himself to the job.
4. Levels of Orientation
Who is responsible for
Orientation?
1. Organizational
2. Departmental & Job Orientation
1. The Chief Executive Officer (CEO)
2. The Head of the HR Department
3. The Supervisor of the new employee
6. Departmental & Job Orientation
1. Functions of the Department
2. Job duties & responsibilities
3. Policies, procedures, rules &
regulations
4. Tour of the department
5. Introduction to Department
employee
8. How Orientation Programs are Presented?
1. Classes
2. Meetings
3. Tour of the company offices/ plants
4. Films
5. Employee handbook
6. Information Leaflets
7. Slides
8. Charts
10. SAFETY & HEALTH
What is Health & Safety?
Health – refers to the condition which
indicates that a person is free of illness,
injury or mental & emotional problems that
impair normal human activity.
Safety– freedom from danger or
risk.
11. Who is responsible for Health & Safety?
• Every personnel
• Managers & Supervisors
• Safety Specialists
Causes of Accidents & Illnesses
in the Workplace
1. Tasks
2. Working conditions
3. Nature of employees
12. Poor Working
Conditions
1. Inappropriate design of the building
2. Incorrectly installed machines
3. Lack of protective gear
4. Fatigue resulted from long work hours
5. Noise
6. Poor lighting
7. Boredom
8. Fighting
9. Daydreaming
10. Alcoholism
13. Accident Repeaters – persons who have
more accidents than the average
Preventing Accidents
1.Employee selection
2.Employee training
3.Safety Incentive Programs
4.Safety Audits
5.Accident Investigation
6.Safety Committees
14. Protecting Employee Health
1. Maintaining a healthy work environment.
2. Adaptation of the preventive approach to health
maintenance
3. Maintaining health services
Preventive Approach to Health
Maintenance
1. Better nutrition
2. Regular exercise programs
3. Abstinence from smoking & alcohol
4. Stress counseling
5. Annual physical Examination
15. Stress Management
Stress – it is the strain a person experiences from
the pressure of the outside forces.
Types of Stress
1. Physiological – effects of the stressor include
chemical, neurological or any general body
response
2. Psychological – affects the emotional,
behavioral, mental or social aspects of an
individuals health
16. Stress Indicators
1. Prolonged unhappiness or boredom
2. Explosive anger in reaction to minor difficulties
3. Pessimistic view of life
Emotional Indicators
Behavioral Indicators
1. Insomnia
2. Difficulty in concentrating
3. Feeling of hyperactivity
4. Excessive use of alcohol or drugs
18. Individual Approaches to Stress Mgt
1. Increase physical exercise
2. Relaxation training
3. Expand the social support network
Organizational Approaches to Stress Mgt
1. Implementing sound HRM practices like:
a. effective selection & training
b. clearly written job descriptions
c. clearly stated job performance expectations
d. effective rewards system
2. Increasing formal organizational communication
3. Increasing employee involvement in decision-making
4. Redesigning jobs
19. Organizing for Safety & Health
1. As separate units in any organizational level
2. As combination units in any organizational level.
Prior evaluation of health & safety programs, the ff must be in
place :
1.A reliable recording system concerning accidents & illnesses
2.An effective reporting system
3.Well-developed rules & procedures
4.A system of rewards for effective management of the health
& safety function
Evaluating Health & Safety Programs
20. Occupational Health & Safety Law
The Government incorporated in the Labor Code a pertinent
Chapter ( Chapter II, Occupational Health and Safety) This
consists of four articles (Articles 162-165), which deal with the
following:
1. The mandatory enforcement of occupational health and
safety standards;
2. The development and implementation of training
programs relating o occupational safety and industrial
health; and
3. The assignment of the DOLE as the administrator and
enforcer of occupational safety and health laws,
regulations and standards
SOURCE: Personnel and Human Resource Management by Dr. Roberto
Medina
24. Motivation
-- The pro cess by which a perso n’ s effo rts
are energized, directed, and sustained
to ward attaining a go al.
Key Elements
• Energy – intensity, drive, vigor
• Direction – consistency with org’s goals
• Persistence – continuous effort
-- Taken fro m the base wo rd “ mo tive”
which means
so mething that causes a perso n to act.
Behavio r = reward
Webster’s New Collegiate Dictionary
Management 11th
Edition, Robbins and Coulter
25. What are Rewards?
In mo st cases, mo tivatio n co mes
fro m so me need that results in
so me type o f reward when
the need is fulfilled.
Intrinsic rewards – derived fro m
within
Extrensic rewards – so mething
tangible which is given by ano ther
perso n o r o rg (eg bo nuses, praise)
26. MASLOW’S
HIERARCHY
OF NEEDS (1954)
ALDERFER’S ERG
THEORY (1972)
HERZBERG’S TWO
FACTORY
THEORY (2003)
MCCLELLAND’S
ACQUIRED NEEDS
THEORY (1985)
-Coined as…
“satisfaction
progression “
- Needs progress
from the lowest,
subsistence-needs
level needs to
highest level of
self-awareness
and actualization.
Levels Of Needs:
• Physiological
•Safety
•Belongingness
•Esteem
•Self-actualization
-Drew upon Maslow’s
theory but suggested
that indivs are
motivated to move
back and forth through
the levels in terms of
motivators
- frustration-regression
principle: indivs move in
and out of diff levels
depending on whether
their needs are met
Level of Needs:
•Existence
•Relatedness
•Growth
Also modified
Maslow’s Theory
and consolidated
down to just 2 areas:
Hygienes - lower level
motivators which
included admin,
supervision, intrprsonal
relationships, working
conditions and security
Motivators - focused
on higher level such as
achievment, work,
responsibility and
growth
Needs are not innate
but are learned or
developed through life
experiences
Level of Needs:
•Need for Achievemnt
•Need for Affiliation
•Need for Power
Needs-Based Theories of Motivation
27. Extrinsic Factor Theories of Motivation
Reinforcement Theory B.F Skinner (1953)
• Positive reinforcement – reward
• for positive behavior
• Nega reinforcement – reward
avoidance of bad behavior
• Punishment - conseq for -
behave
• Extinction – removal of reward for
nega behavior
Behavio r is a functio n o f its co nsequences.
Co nsequences that fo llo w a behavio r and
increase the pro bability o f a behavio r to
be repeated are called “reinforcers”.
28. ADAM’S EQUITY THEORY
(1963)
VROOM’S EXPECTANCY
THEORY (1964)
LOCKE’S GOAL SETTING
THEORY
EQUITY is the concept of
fairness and equitable
treatment of an employee
compared to others who
behave similarly w/n an
organization
An individual will act a certain way
based on the expectation that it
will be followed with a given
outcome and on the
attractiveness of that outcome.
By establishing goals,
individuals are motivated to
take action to achieve those
goals and that difficult goals,
when accepted, result in
higher performance
If the employee feels that
he/she is under or over
rewarded causing
inequity, it may result to
higher or lower
productivity, increased
absenteeism or voluntary
resignation.
Linkages:
a)Expectancy or effort-
performance
b)Instrumentality or performance-
reward
c)Valence or attractiveness of
reward
Intrinsic Factor Theories of Motivation
29. F. TAYLOR’S SCIENTIFIC
MANAGEMENT THEORY
MCGREGOR’S THEORY X
AND THEORY Y
OUCHI’S THEORY Z
Focused on studying job
processes, determining
the most efficient means
of performing and in turn
rewarding employees
Assumes that people are
motivated and able to
continuously work hard
and should be paid based
on the amount and quality
of work done.
Theory X – a negative view
that workers have little
ambition, dislike work, want
to avoid responsibility, and
need to be closely controlled
to work effectively
Theory Y – a positive view
that employees enjoy work,
seek out and accept
responsibility and exercise
self direction
Rooted in the idea that
employees who are
involved in and committed
to an organization will be
motivated to increase
productivity.
Based on the Japanese
approach in mgt and
motivation, Z managers
provide rewards such as
long term employment,
promotion, participatory
mgt et al.
Management Theories of Motivation
30. Incentives and Rewards
Motivation results from a combination of
incentives that which can be intrinsic or
extrinsic
So what can a manager provide under
These types of rewards?
31. Extrensic Rewards
• Money
• Benefits
• Flexible schedules
• Job responsibilities
and duties
• Promotions
• Change in status
• Supervision over
others
•Praise and Feedback
•A good boss
•A strong leader
•Other inspirational
people
•A nurturing organization
32. Intrinsic Rewards
Accdg to Manion 2005
• Healthy relationships – employees develop a sense
of connection
• Meaningful work – where they feel they make a
difference in people’s life
• Competence – they can develop skills enable them to
perform at or above standards
• Choice – they are encouraged to participate in the org
in diff ways taking part in decision making, prob
solving, etc.
• Progress – where the development of a task is well
facilitated and celebrated uponcompletion
33. Current Issues in Motivation
• Motivating in Tough Economic
Circumstances
• Managing Cross-cultural motivational
challenges
• Motivating Unique Groups of Workers
34. Motivational Strategies
Accdg Nancy Shanks
• Expect the best
• Reward desired behavior
• Create FUN (focused,
unpredictabe and novel)
approach
• Reward employees in ways
that enhance performance
and motivate them
• Tailor rewards
• Focus on revitalizing
employees
• Get subordinates to take
responsibility for their own
motivation
• Play to employees’
strengths, promote high
performance and focus on
how they learn
Editor's Notes
Examples:
Accdg. to Linked In, “ninja” has outpaced growth of
other trendy job titles eg. gurus, wizards, rockstars, evangelists
Javascript Ninja, Sales Ninja, Entry Level Ninjas, Front End Ninja, Rockstar Diesel Mechanic, Sales Rockstar
Levelup Rockstars, Rockstar Restaurant Server/Host/Cooks/Dishwashers
Salt Lake City, may ara gasell sang services sang ninjas who will do everything (junk, mover, yadada, getting your cat from tree, and maybe even getting rid of your nosey neighbor for you)
Same sa newyork, ang Bonobos which sells men’s apparel OL have sales ninjas
Janitorial Centurions, Dust Brigadiers, Rockstar Barista, Inventory and Supply Overlord
Many young people and young at heart daw kasi are motivated with job these new titles.
Taylor Aldredge is the ambassador of buzz at Grasshopper, a small company that develops tools for entrepreneurs. He’s gotten plenty of press for what’s been dubbed a quirky, offbeat, intriguing and trendy job title.
“There’s no better title,” says the 25-year-old, whose role is a hybrid of marketing, sales and public relations. He attends events, meets prospective clients and talks with them about what Grasshopper is and what it does. He’s a brand ambassador, and he’s building buzz.
“This is not, ‘Hey, let’s be funny,’” he says. “I’m the company’s hype man, and the title has all these things built into it.” Aldredge says he believes more descriptive, creative job titles should be based on company culture and have nothing to do with simply trying to stand out. “It’s circumstantial based on where you are and your culture. We’re a cool company that does cool things, but I don’t go to a bank and talk to the chief money man. That doesn’t exactly inspire confidence,” he says.
Redesign is just a part of motivation. It gives employees a chance to reinvent themselves
Managers may serve rewards like incentives and other extrensic rewards as motivators but the real motivatio act daw has to come from the individual
Which is why they have to provide various incentives in an effort to influence the employee such as changing job descriptions, rearranging work scheds etc. May impact ang things nga ni sa level of motivation and willingness to work sang employee but ang bottom line is the employees decision whether to act or not. So what motivates people? Para mabala-an ta, it is important to look back at the theories on motivation extensively studied by psychologists and from there also derive new theories on what motivates people.
Maslow’s, it was assumed that overtime, individuals would progress through these levels. Maayo lang ni if from a theoretical perspective but it’s a bit unrealistic man kay nagavary man ang needs sang sigkatawo
(2) Alderfer’s ERG – Ginhulam lang man ya ang concept ni Maslow pero ang sa iya is that pwede kagiho ang individual depende sa motivators. Gindugang ya ang frustration-regression principle wherein the individuals can move between diff levels depending on whether their needs are met.
Under sa iya ang existense which sums up Maslow’s physio and safety needs, relatedness aka belongingness kag growth which combines esteem and self actualization
(3)Herzerber’s – also from maslow but consolidated to 2 areas which hygienes composing low level motivators such as admin read from board
(4) McClelland – needs aren’t innate daw but are developed as you are living need for achievement aka mastery of tasks and attaing goals, affiliation aka relations, and power aka desire for responsibility, control and authority
Reinforcement – like subong sa LGU Kalibo, they added like 20 pesos per day sa mga casual employees. Fails to account employees ability to think and ignores goals, epxpectations and needs
It’s human behavior daw for people to compare with another
Vroom’s Expectancy
Vroom’s Expectancy or effort-performance – a certain amount of effort = certain level of performance
Instrumentality or performance-reward – a certain levlel of performance as an instrument to attain desired outcome
Valence or attractiveness of reward – indi views potential reward/outcome from the job
Jen Hsun Huang – owner of Nvidia, microchip manufacturer hugs people to reassure them but uses tough love to motivarte them. He actually has little tolerance for screw ups. Team palpak
Zappos, las vegas online shoe retailer which is now part of Amazon when they wen to recession, they had to lay off 124 people. The CEO wanted to get the news fast to lessen the stress on his employees and he did so by informing them via twitter, blogs, and email. Although some may think this is a terrible way to deliver the news, most thanks him for being so open and honest. Those that were laid off were taken care of and were paid their dues.
There was a study done on 50,000 employees examining 2 cultural characteristics –individualism and masculinity - in relation to motivation. The researcers found out that in individualistc cultures like the US and Canada, individual initiative, individual freedom and individual achievment are valued. But in more collective countries liike Iran, Peru and China, employees are less interested in receiving individual praise but place greater emphasis on on harmony, belonging and consensus
In Deloitte , employees are allowed to dial down and dial up ther job responsibilities to fit their responsibilities and professional goals. Mass Career Customization was a huge hit. Employee satisfaction increase by 25% and the number of high paying employees that stayed increased!!
Expect Best – People live up to their expectations if others have them
Tailor Rewards – don’t give the obligatory turkey daw
FUN – 50% GC
Focus o revitalize – encourage them to eat healthy or like every Friday sa Kalibo Zumba day after work
Get subordinates – engage them find out mitivates them
Play – know their strenghts and weaknessses and find out what else is required to put them in practice