The role of emotional intellegence on workplace attitudesmajan_srijan
This document summarizes a study conducted by APO Group 6 on the role of emotional intelligence on workplace attitudes. It included 51 working professionals who completed a survey measuring their emotional intelligence and job satisfaction ratings. The results showed a high correlation between emotional intelligence scores and job satisfaction ratings, indicating that emotional intelligence positively impacts workplace attitudes. It was recommended that HR managers integrate emotional intelligence assessments in recruitment and performance reviews, and provide emotional intelligence training to employees.
The document discusses 10 tips for creating high performing employees: 1) Lead with enthusiasm. 2) Create a fun atmosphere at work. 3) Coach employees rather than criticize them. 4) Treat employees fairly rather than equally. 5) Follow the "platinum rule" of treating employees how they want to be treated. 6) Make employees feel part of an important team. 7) Listen to your employees. 8) Expect the best from your employees. 9) Eliminate demotivating factors in the workplace. 10) Hire and retain the best employees. The document debunks common myths about employee motivation and emphasizes building on employee strengths.
Motivation means encouragement and is a driving force that helps individuals work. Motivation can encourage individuals to work and bring new prospects and revenues by moving them beyond doing the same job every day. Motivation can come in the form of perks and bonuses from a professional perspective but does not always have to be monetary. Listening to grievances can also motivate individuals. Different things motivate different people and motivation skills are about motivating yourself as well as others. Creating challenges can motivate and reasons to motivate include reducing boredom and helping achieve deadlines faster. Ways to motivate include offering perks, supporting employees, giving appraisals, organizing events, giving new challenges, and appreciating hard work.
Employee motivation isn’t very hard to get right, but, unfortunately, many companies are still stuck in the past.
What truly motivates employees is the opportunity to grow and make a real difference in the world.
Intrinsic Vs. Extrinsic Motivators
There is so much debate on this subject that I want to try and explain it as simply as possible. When people make the argument that extrinsic motivators don’t work, the response will often be about money and a proper paycheck.
It’s true that everyone needs to earn a living. They have to pay the bills.
People also have to feel that they are fairly compensated for the amount of work that they do, this is what’s known as equity theory.
If it’s not an equal exchange, then the focus will be exclusively on that. But once the subject of compensation is taken off the table, what motivates employees long term are intrinsic motivators.
It’s pretty well known that more money doesn’t ever lead to anything effective. What usually ends up happening, is we adjust our lifestyles to account for the increase in money, so it makes no real difference. We’re often still in the same position financially at the end of the day.
What makes people happy is the feeling of pride from accomplishing something amazing
In one study, that Dan Pink talks about in his book Drive, looks at what happens with rewards and kids drawing.
Researchers divided the children into three groups.
The first was the “expected award” group. They showed each child a “Good Player” certificate and asked if the child wanted to draw in order to receive the award.
The second group was the “unexpected award” group. Researchers asked these children simply if they wanted to draw. If they decided to, when the session ended, the researchers handed each child one of the “Good Player” certificates.
The third group was the “no award” group. Researchers asked these children if they wanted to draw, but neither promised nor gave them a certificate at the end.
Children in the “unexpected award” and “no award” groups drew just as much, and with the same enthusiasm as they had before the experiment. But children in the first group showed much less interest and spent much less time drawing.
The prizes had turned play into work.
In another study, two Swedish economists found that offering a small payment in exchange for giving blood decreased the number of people willing to donate by half.
The researchers suggest “the payment tainted an altruistic act and ‘crowded out’ the intrinsic desire to do something good.”
Download our free ebook:
https://www.officevibe.com/resources/10-pillars-employee-engagement
Read the full article on Officevibe's blog:
https://www.officevibe.com/blog/secret-employee-motivation-infographic
Designed by éloïtsmi
https://www.behance.net/eloitsmi
Have you ever had two employees who are constantly frustrated by one another?
The normal approach to resolve employees conflicting is to 'knock their heads together' and tell them to get on with it.
But have you considered a more probing approach? Have you considered tapping into the psychology of the two employees styles?
Luckily, you don't have to be a Chartered Psychologist to tap into your teams psyche and solve this common company culture issue.
The document discusses various theories of motivation in organizational behavior and knowledge management. It describes Abraham Maslow's hierarchy of needs and Frederick Herzberg's motivator-hygiene theory, which posit that different factors lead to satisfaction or dissatisfaction at work. The document also provides 10 practical tips for motivating employees, such as ensuring job security, recognizing contributions, active listening, and treating staff with respect. The overarching goal of motivation theory is to understand what drives persistence and intensity in task performance.
EQ or IQ ? Learn Why Emotional intelligence (EQ) Matters A LotBryan Len
Did you know that several technical studies have found an effective relation between job performance and emotional intelligence. Recent surveys show that over 71 % of employers prioritize emotional intelligence over IQ.
This is a amazing statistic, but it shows how much emotional intelligence can be a factor in overall workplace success.
EQ or IQ ?
A lot of global companies have started to integrate emotional intelligence tests into their application or interview processes, on the theory that someone high in emotional intelligence would make a better leader or co-worker.
Emotional intelligence (EQ) refers to the ability to identify and manage one’s own emotions, as well as the emotions of others.
POPULAR EQ TESTS :
Most commonly used emotional intelligence tests include the Mayer, Salovey, Caruso Emotional Intelligence test (MSCEIT) and the Bar-On Emotional Quotient testing models.
These tests present emotional situations to test takers and then have the respondent choose their reaction to the described situations.
EQ MATTERS A LOT :
IQ is not irrelevant to EQ. Having a high EQ isn’t for promoting warm and blurry feelings in the workplace. It is directly related to the bottom line.
Research shows that executives with high EQs generated 10% more productivity, had 87% less turnover, brought $3.75 million more value to the company, and increased ROI by 1000%.
WHY TO TAKE TONEX EMOTIONAL INTELLIGENCE TRAINING ?
Tonex Training Experts at Tonex.com offers 2 days workshop style curriculum. Emotional Intelligence requires self-reflection and the ability to put yourself in someone else’s shoes.
Your staff enjoy benefit greatly from the increased knowledge of interpersonal skills and tips on how to manage conflict when emotions are involved.
LEARNING ABOUT :
Classify emotional intelligence
5 key elements of emotional intelligence
Practice self-awareness, self-regulation, motivation, empathy, and social skills.
Manage behaviors that impact your work-based relationships.
Apply knowledge of emotional intelligence
Analyze and improve communication skills
Many other.
COURSE OUTLINES :
What is Emotional Intelligence?
Self-Awareness, self motivation and regulation
Empathy
Social skills
Your personal impact
EQ is workplace
EQ workshop and case studies.
WANT TO LEARN MORE ?
Log on to tonex.com for emotional intelligence course and workshop detail.
Or, call at +1-972-665-9786. Visit Tonex office at Plano, Texas, United States.
https://www.tonex.com/training-courses/emotional-intelligence-training/
Motivation is important for organizations as it leads to improved employee efficiency, helps achieve goals, and builds relationships. Research found that employees are more loyal and willing to work harder when praised and thanked for their work. Factors that can motivate employees include organizational structure and culture, the role of HR managers, diversity, benefits, recognition, rewards, and respect.
The role of emotional intellegence on workplace attitudesmajan_srijan
This document summarizes a study conducted by APO Group 6 on the role of emotional intelligence on workplace attitudes. It included 51 working professionals who completed a survey measuring their emotional intelligence and job satisfaction ratings. The results showed a high correlation between emotional intelligence scores and job satisfaction ratings, indicating that emotional intelligence positively impacts workplace attitudes. It was recommended that HR managers integrate emotional intelligence assessments in recruitment and performance reviews, and provide emotional intelligence training to employees.
The document discusses 10 tips for creating high performing employees: 1) Lead with enthusiasm. 2) Create a fun atmosphere at work. 3) Coach employees rather than criticize them. 4) Treat employees fairly rather than equally. 5) Follow the "platinum rule" of treating employees how they want to be treated. 6) Make employees feel part of an important team. 7) Listen to your employees. 8) Expect the best from your employees. 9) Eliminate demotivating factors in the workplace. 10) Hire and retain the best employees. The document debunks common myths about employee motivation and emphasizes building on employee strengths.
Motivation means encouragement and is a driving force that helps individuals work. Motivation can encourage individuals to work and bring new prospects and revenues by moving them beyond doing the same job every day. Motivation can come in the form of perks and bonuses from a professional perspective but does not always have to be monetary. Listening to grievances can also motivate individuals. Different things motivate different people and motivation skills are about motivating yourself as well as others. Creating challenges can motivate and reasons to motivate include reducing boredom and helping achieve deadlines faster. Ways to motivate include offering perks, supporting employees, giving appraisals, organizing events, giving new challenges, and appreciating hard work.
Employee motivation isn’t very hard to get right, but, unfortunately, many companies are still stuck in the past.
What truly motivates employees is the opportunity to grow and make a real difference in the world.
Intrinsic Vs. Extrinsic Motivators
There is so much debate on this subject that I want to try and explain it as simply as possible. When people make the argument that extrinsic motivators don’t work, the response will often be about money and a proper paycheck.
It’s true that everyone needs to earn a living. They have to pay the bills.
People also have to feel that they are fairly compensated for the amount of work that they do, this is what’s known as equity theory.
If it’s not an equal exchange, then the focus will be exclusively on that. But once the subject of compensation is taken off the table, what motivates employees long term are intrinsic motivators.
It’s pretty well known that more money doesn’t ever lead to anything effective. What usually ends up happening, is we adjust our lifestyles to account for the increase in money, so it makes no real difference. We’re often still in the same position financially at the end of the day.
What makes people happy is the feeling of pride from accomplishing something amazing
In one study, that Dan Pink talks about in his book Drive, looks at what happens with rewards and kids drawing.
Researchers divided the children into three groups.
The first was the “expected award” group. They showed each child a “Good Player” certificate and asked if the child wanted to draw in order to receive the award.
The second group was the “unexpected award” group. Researchers asked these children simply if they wanted to draw. If they decided to, when the session ended, the researchers handed each child one of the “Good Player” certificates.
The third group was the “no award” group. Researchers asked these children if they wanted to draw, but neither promised nor gave them a certificate at the end.
Children in the “unexpected award” and “no award” groups drew just as much, and with the same enthusiasm as they had before the experiment. But children in the first group showed much less interest and spent much less time drawing.
The prizes had turned play into work.
In another study, two Swedish economists found that offering a small payment in exchange for giving blood decreased the number of people willing to donate by half.
The researchers suggest “the payment tainted an altruistic act and ‘crowded out’ the intrinsic desire to do something good.”
Download our free ebook:
https://www.officevibe.com/resources/10-pillars-employee-engagement
Read the full article on Officevibe's blog:
https://www.officevibe.com/blog/secret-employee-motivation-infographic
Designed by éloïtsmi
https://www.behance.net/eloitsmi
Have you ever had two employees who are constantly frustrated by one another?
The normal approach to resolve employees conflicting is to 'knock their heads together' and tell them to get on with it.
But have you considered a more probing approach? Have you considered tapping into the psychology of the two employees styles?
Luckily, you don't have to be a Chartered Psychologist to tap into your teams psyche and solve this common company culture issue.
The document discusses various theories of motivation in organizational behavior and knowledge management. It describes Abraham Maslow's hierarchy of needs and Frederick Herzberg's motivator-hygiene theory, which posit that different factors lead to satisfaction or dissatisfaction at work. The document also provides 10 practical tips for motivating employees, such as ensuring job security, recognizing contributions, active listening, and treating staff with respect. The overarching goal of motivation theory is to understand what drives persistence and intensity in task performance.
EQ or IQ ? Learn Why Emotional intelligence (EQ) Matters A LotBryan Len
Did you know that several technical studies have found an effective relation between job performance and emotional intelligence. Recent surveys show that over 71 % of employers prioritize emotional intelligence over IQ.
This is a amazing statistic, but it shows how much emotional intelligence can be a factor in overall workplace success.
EQ or IQ ?
A lot of global companies have started to integrate emotional intelligence tests into their application or interview processes, on the theory that someone high in emotional intelligence would make a better leader or co-worker.
Emotional intelligence (EQ) refers to the ability to identify and manage one’s own emotions, as well as the emotions of others.
POPULAR EQ TESTS :
Most commonly used emotional intelligence tests include the Mayer, Salovey, Caruso Emotional Intelligence test (MSCEIT) and the Bar-On Emotional Quotient testing models.
These tests present emotional situations to test takers and then have the respondent choose their reaction to the described situations.
EQ MATTERS A LOT :
IQ is not irrelevant to EQ. Having a high EQ isn’t for promoting warm and blurry feelings in the workplace. It is directly related to the bottom line.
Research shows that executives with high EQs generated 10% more productivity, had 87% less turnover, brought $3.75 million more value to the company, and increased ROI by 1000%.
WHY TO TAKE TONEX EMOTIONAL INTELLIGENCE TRAINING ?
Tonex Training Experts at Tonex.com offers 2 days workshop style curriculum. Emotional Intelligence requires self-reflection and the ability to put yourself in someone else’s shoes.
Your staff enjoy benefit greatly from the increased knowledge of interpersonal skills and tips on how to manage conflict when emotions are involved.
LEARNING ABOUT :
Classify emotional intelligence
5 key elements of emotional intelligence
Practice self-awareness, self-regulation, motivation, empathy, and social skills.
Manage behaviors that impact your work-based relationships.
Apply knowledge of emotional intelligence
Analyze and improve communication skills
Many other.
COURSE OUTLINES :
What is Emotional Intelligence?
Self-Awareness, self motivation and regulation
Empathy
Social skills
Your personal impact
EQ is workplace
EQ workshop and case studies.
WANT TO LEARN MORE ?
Log on to tonex.com for emotional intelligence course and workshop detail.
Or, call at +1-972-665-9786. Visit Tonex office at Plano, Texas, United States.
https://www.tonex.com/training-courses/emotional-intelligence-training/
Motivation is important for organizations as it leads to improved employee efficiency, helps achieve goals, and builds relationships. Research found that employees are more loyal and willing to work harder when praised and thanked for their work. Factors that can motivate employees include organizational structure and culture, the role of HR managers, diversity, benefits, recognition, rewards, and respect.
This document provides an overview of motivation theories and how they can be applied in practice. It discusses:
1) The three components of motivation - activation, persistence, and intensity.
2) Maslow's hierarchy of needs theory and how managers should consider employees' different needs.
3) Herzberg's two-factor theory about hygiene and motivation factors.
4) Vroom's expectancy theory about how motivation depends on believing efforts will lead to performance and rewards.
5) Intrinsic versus extrinsic motivation in self-determination theory.
The document emphasizes linking rewards to performance, setting achievable goals, and addressing both intrinsic and extrinsic motivation to effectively motivate employees.
A motivational speaker gives speeches to inspire and boost morale in audiences like employees of big businesses. They help create a positive work environment and fun workplace through pep talks intended to make people feel more courageous or enthusiastic. Effective motivational speeches combine real life experiences, are practical and memorable, leave an impact, and follow steps like grabbing attention, stating the need for change, satisfying that need, visualizing benefits, and calling the audience to action. The goal is to motivate people to improve themselves and be successful both personally and professionally.
This document discusses different theories of motivation in the workplace. It covers Maslow's hierarchy of needs, Herzberg's dual factor theory that separates motivators and hygiene factors, and goal setting theory. Motivation theory looks at what energizes and directs human behavior. Content theories examine internal factors like needs, while process theories consider thought processes that influence behavior. The document also discusses applying motivation strategies appropriately across different career stages from new starters to late career employees. Workplace appraisals should provide feedback, set goals, identify development and training needs, and facilitate two-way communication.
Motivation And Engagement In The WorkplaceJon Hansen
The Actual Value of Motivation and Engagement in the Workplace
By Jim Bouchard, author of Dynamic Components of Personal POWER
“The Power of the Wolf is the Pack, and the Power of the Pack is the Wolf.”
I thank Rudyard Kipling for this expression; I freely paraphrase this sentiment from “The Jungle Book.”
This case study examines workplace bullying experienced by an employee, Madhu. Madhu felt looked down upon by colleagues and boss when offering suggestions. She was excluded from informal meetings after objecting to lack of pay incentives. As a result of the bullying, Madhu resigned. The bullying showed a lack of interactional justice. Workplace bullying can reduce employee motivation by negatively impacting their self-efficacy, esteem, and ability to achieve their potential. Steps to reduce bullying include developing anti-bullying policies, training, complaint procedures, and ensuring management takes action in response to complaints. Power dynamics, perceived threats, organizational culture, and personality factors can contribute to bullying.
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
Emotional Intelligence in brief; its importance, description and componentsTayo Fagade
Research showed that emotional competencies are twice as important as IQ and expertise for career success. The document defines emotional intelligence as having four main components: self-awareness, self-regulation, motivation, and empathy. It then lists several hallmarks of each component, such as self-confidence and realistic self-assessment for self-awareness, and trustworthiness and openness to change for self-regulation.
This document discusses intrinsic and extrinsic motivation in retail design. It explains that retail designers must understand what motivates both consumers and clients in order to design stores that convey the right messages. Intrinsic motivation comes from within and involves enjoyment of an activity, while extrinsic motivation involves external factors like rewards and praise. The document also discusses various theories of motivation, including Maslow's hierarchy of needs and how marketers can appeal to both intrinsic and extrinsic motivations.
Discover the neuroscience behind the physical and emotional impact leaders can have on their teams by having positive celebrations and intelligent conversations.
The document discusses several definitions of motivation provided by different authors, including the idea that motivation is the force that drives behavior and directs it towards a goal. It also summarizes Maslow's hierarchy of needs and Herzberg's two-factor theory of motivation. The expectancy theory of motivation holds that effort leads to performance and performance leads to rewards. Motivated employees work more productively and seek improvement. An organization's reward system is designed to influence employee behavior and performance. Job satisfaction depends on both organizational factors like leadership and pay as well as personal factors like personality and career development.
Find your strengths. If we invest the same effort in the exploration of our strengths that we spend in minimizing our weaknesses that will start to be great!
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
The document discusses several theories of motivation in business organizations. It defines motivation as the willingness to exert effort towards organizational goals in order to satisfy individual needs. Key points include Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between hygiene and motivational factors, and McGregor's Theory X and Y about employee assumptions.
Diversity & Inclusion- Lets Not make it Another Empty PhraseGladys Carrillo, MPA
Did you know that diverse and inclusive teams make better business decisions? Well, if you didn't, now you do! Furthermore, studies show that the decisions made and executed by diverse teams deliver 60% better results.
So if you're not only looking for ways to capitalize on diversity in the workplace, but also a ways to show that honoring diversity is a foundational value for your organization, I invite you to read on. In this article I share a few steps to ensure inclusion success in the workplace.
Voxxed Days Singapore 2019 - The road to a more conscious organisationKhai Seng Hong
1. Closing the gaps between what people say and do, and between perceived and actual realities, requires work at the intrapersonal, interpersonal, group, and organizational levels.
2. Regular one-on-one conversations and trainings in self-awareness can help align thoughts, words, and actions within and between individuals.
3. Meetings and retrospectives can then scale these efforts to groups, while business practices and culture shape behaviors across the organization.
4. Sustained practice over time through multiple complementary approaches may systematize and spread more conscious ways of working.
Marcus Buckingham analyzed over 80,000 managers and discovered that great managers see each employee as a unique individual. They capitalize on each person's strengths and put them in positions that allow them to excel. Specifically, great managers observe employees to understand their strengths and weaknesses, recognize good performance to engage employees, and tailor their coaching to different learning styles. The key insight is that managers must appreciate each person's individuality and incorporate it into the overall plan rather than trying to change the person.
The document discusses emotional intelligence and its importance both personally and professionally. It states that emotional intelligence involves being aware of one's own and others' emotions and using this understanding to guide thoughts and actions. On an organizational level, emotionally intelligent people communicate effectively, avoid self-doubt, and make sound judgments. They are motivated, goal-oriented, and stay composed under stress. On a personal level, emotional intelligence helps with self-awareness, self-regulation, social awareness, and relationship management. The document provides tips for developing emotional intelligence, such as constructive criticism, team bonding, interpersonal relations, and motivating team members.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
The document discusses the findings of a Gallup study that interviewed 80,000 managers across 400 companies and 2,500 business units. It identifies 12 key factors that are strongly linked to employee and business outcomes like retention, customer satisfaction, productivity and profitability. Only 5 of the 12 factors are most directly tied to employee retention. The document also provides guidance for managers on developing employees, focusing on their strengths, setting clear expectations, and caring for employees as individuals.
This document provides an overview of motivation theories and how they can be applied in practice. It discusses:
1) The three components of motivation - activation, persistence, and intensity.
2) Maslow's hierarchy of needs theory and how managers should consider employees' different needs.
3) Herzberg's two-factor theory about hygiene and motivation factors.
4) Vroom's expectancy theory about how motivation depends on believing efforts will lead to performance and rewards.
5) Intrinsic versus extrinsic motivation in self-determination theory.
The document emphasizes linking rewards to performance, setting achievable goals, and addressing both intrinsic and extrinsic motivation to effectively motivate employees.
A motivational speaker gives speeches to inspire and boost morale in audiences like employees of big businesses. They help create a positive work environment and fun workplace through pep talks intended to make people feel more courageous or enthusiastic. Effective motivational speeches combine real life experiences, are practical and memorable, leave an impact, and follow steps like grabbing attention, stating the need for change, satisfying that need, visualizing benefits, and calling the audience to action. The goal is to motivate people to improve themselves and be successful both personally and professionally.
This document discusses different theories of motivation in the workplace. It covers Maslow's hierarchy of needs, Herzberg's dual factor theory that separates motivators and hygiene factors, and goal setting theory. Motivation theory looks at what energizes and directs human behavior. Content theories examine internal factors like needs, while process theories consider thought processes that influence behavior. The document also discusses applying motivation strategies appropriately across different career stages from new starters to late career employees. Workplace appraisals should provide feedback, set goals, identify development and training needs, and facilitate two-way communication.
Motivation And Engagement In The WorkplaceJon Hansen
The Actual Value of Motivation and Engagement in the Workplace
By Jim Bouchard, author of Dynamic Components of Personal POWER
“The Power of the Wolf is the Pack, and the Power of the Pack is the Wolf.”
I thank Rudyard Kipling for this expression; I freely paraphrase this sentiment from “The Jungle Book.”
This case study examines workplace bullying experienced by an employee, Madhu. Madhu felt looked down upon by colleagues and boss when offering suggestions. She was excluded from informal meetings after objecting to lack of pay incentives. As a result of the bullying, Madhu resigned. The bullying showed a lack of interactional justice. Workplace bullying can reduce employee motivation by negatively impacting their self-efficacy, esteem, and ability to achieve their potential. Steps to reduce bullying include developing anti-bullying policies, training, complaint procedures, and ensuring management takes action in response to complaints. Power dynamics, perceived threats, organizational culture, and personality factors can contribute to bullying.
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
Emotional Intelligence in brief; its importance, description and componentsTayo Fagade
Research showed that emotional competencies are twice as important as IQ and expertise for career success. The document defines emotional intelligence as having four main components: self-awareness, self-regulation, motivation, and empathy. It then lists several hallmarks of each component, such as self-confidence and realistic self-assessment for self-awareness, and trustworthiness and openness to change for self-regulation.
This document discusses intrinsic and extrinsic motivation in retail design. It explains that retail designers must understand what motivates both consumers and clients in order to design stores that convey the right messages. Intrinsic motivation comes from within and involves enjoyment of an activity, while extrinsic motivation involves external factors like rewards and praise. The document also discusses various theories of motivation, including Maslow's hierarchy of needs and how marketers can appeal to both intrinsic and extrinsic motivations.
Discover the neuroscience behind the physical and emotional impact leaders can have on their teams by having positive celebrations and intelligent conversations.
The document discusses several definitions of motivation provided by different authors, including the idea that motivation is the force that drives behavior and directs it towards a goal. It also summarizes Maslow's hierarchy of needs and Herzberg's two-factor theory of motivation. The expectancy theory of motivation holds that effort leads to performance and performance leads to rewards. Motivated employees work more productively and seek improvement. An organization's reward system is designed to influence employee behavior and performance. Job satisfaction depends on both organizational factors like leadership and pay as well as personal factors like personality and career development.
Find your strengths. If we invest the same effort in the exploration of our strengths that we spend in minimizing our weaknesses that will start to be great!
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
The document discusses several theories of motivation in business organizations. It defines motivation as the willingness to exert effort towards organizational goals in order to satisfy individual needs. Key points include Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between hygiene and motivational factors, and McGregor's Theory X and Y about employee assumptions.
Diversity & Inclusion- Lets Not make it Another Empty PhraseGladys Carrillo, MPA
Did you know that diverse and inclusive teams make better business decisions? Well, if you didn't, now you do! Furthermore, studies show that the decisions made and executed by diverse teams deliver 60% better results.
So if you're not only looking for ways to capitalize on diversity in the workplace, but also a ways to show that honoring diversity is a foundational value for your organization, I invite you to read on. In this article I share a few steps to ensure inclusion success in the workplace.
Voxxed Days Singapore 2019 - The road to a more conscious organisationKhai Seng Hong
1. Closing the gaps between what people say and do, and between perceived and actual realities, requires work at the intrapersonal, interpersonal, group, and organizational levels.
2. Regular one-on-one conversations and trainings in self-awareness can help align thoughts, words, and actions within and between individuals.
3. Meetings and retrospectives can then scale these efforts to groups, while business practices and culture shape behaviors across the organization.
4. Sustained practice over time through multiple complementary approaches may systematize and spread more conscious ways of working.
Marcus Buckingham analyzed over 80,000 managers and discovered that great managers see each employee as a unique individual. They capitalize on each person's strengths and put them in positions that allow them to excel. Specifically, great managers observe employees to understand their strengths and weaknesses, recognize good performance to engage employees, and tailor their coaching to different learning styles. The key insight is that managers must appreciate each person's individuality and incorporate it into the overall plan rather than trying to change the person.
The document discusses emotional intelligence and its importance both personally and professionally. It states that emotional intelligence involves being aware of one's own and others' emotions and using this understanding to guide thoughts and actions. On an organizational level, emotionally intelligent people communicate effectively, avoid self-doubt, and make sound judgments. They are motivated, goal-oriented, and stay composed under stress. On a personal level, emotional intelligence helps with self-awareness, self-regulation, social awareness, and relationship management. The document provides tips for developing emotional intelligence, such as constructive criticism, team bonding, interpersonal relations, and motivating team members.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
The document discusses the findings of a Gallup study that interviewed 80,000 managers across 400 companies and 2,500 business units. It identifies 12 key factors that are strongly linked to employee and business outcomes like retention, customer satisfaction, productivity and profitability. Only 5 of the 12 factors are most directly tied to employee retention. The document also provides guidance for managers on developing employees, focusing on their strengths, setting clear expectations, and caring for employees as individuals.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Agatha C Melvin
The document discusses findings from Gallup's Q12 employee engagement survey, which identifies 12 questions that are strongly linked to employee and business outcomes. It conducted extensive research over 30 years involving millions of employees. The questions focus on whether employees' needs are being met for clarity of expectations, appropriate resources, opportunities to utilize their strengths, and ongoing development, feedback, recognition and caring from managers. Highly engaged employees are more productive and committed, while actively disengaged employees undermine productivity.
The workplace is less happy than ever. New evidence from Gallup suggests that employee engagement is at an historic low. How should we respond to this challenge? We know managers are a crucial element regarding employee wellness and employee engagement - in fact managers account for at least 70% of the variance in employee engagement- they are a good place to focus if morale is low in your organization. The research found a number of key themes that can create a positive work environment that will promote engagement and increased productivity.
HR Tunes- Touching Chords of Human ResourcesAkhil Kambiri
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A TASTE OF SUCCESSFUL BUSINESS PRACTICES vi Published by Maven House Press, 4 Snead Ct., Palmyra, VA 22963 610.883.7988, www.mavenhousepress.com, info@mavenhousepress.com Special discounts on bulk quantities of Maven House Press books are available to corporations, professional associations, and other organizations.
1. The document discusses discovering the "SHAPE" of employees, which stands for Strengths, Heart, Attitudes, Passions, and Experiences.
2. It emphasizes the importance of understanding an employee's strengths and passions in order to place them in roles that allow them to perform at their best.
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Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
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HR Profitability 25 views for optimizing a high performing workforce
1. 2 5 V I E W S F O R O P T I M I Z I N G A H I G H - P E R F O R M I N G
W O R K F O R C E
HRProfitability
2. “Organizations with more effective
hiring systems rank higher in
financial performance, productivity, quality,
customer satisfaction, employee satisfaction
and retention.”
Inc. Magazine
7. Psychometric assessments help to uncover important
information about a candidate that is not likely to surface
during an interview…
…especially if the inter viewer is star - str uck.
INTERVIEWS
H R P r o f i t a b i l i t y
9. can explain the root of employee behaviour, thinking styles,
work interests and how they are tied to job performance.
ASSESSMENTS…
10. Does your organization
assess people for job fit
and compatibility with their
boss?
You’re certain to boost
productivity and retention,
if you do.
H R P r o f i t a b i l i t y
11. It’s sad when the people you know become people you knew,
especially when they made such a profound impact on your company.
TURNOVER
12. “The only way to do great work is to love what you do.”
– Steve Jobs
PERFORMANCE
H R P r o f i t a b i l i t y
13. Untrained employees take up to SIX
times longer to perform the same task
as trained employees Source: HP
H R P r o f i t a b i l i t y
14. Skills can be taught
but behaviours are much
more difficult to change.
It takes tremendous effort
and motivation to modify natural behaviour.
DEVELOPMENT
H R P r o f i t a b i l i t y
15. HARD WIRED
Praise for good work releases
Dopamine in the brain..
Our brain chemistry is wired to
respond positively to it
…repeatedly!
17. “A major reason capable
people fail to advance is
that they don’t work well
with their colleagues.”
Lee Iacocca
H R P r o f i t a b i l i t y
18. When priorities and goals are unclear, the ball gets dropped,
tensions rise, confusion sets in and productivity plummets.
WORKING
TOGETHER
H R P r o f i t a b i l i t y
19. Is the meaning of your communication what you want
to convey or how it is perceived?
… the meaning is the response you get.
H R P r o f i t a b i l i t y
20. COLLABORATION
Working alone is tough. It’s so much easier when you
divide up tasks that play to each other’s strengths.
H R P r o f i t a b i l i t y
21. Managers and employees who
understand each other’s work styles
will better understand how to
communicate and
work together effectively.
22. “I’ve learned that people will forget what you said,
people will forget what you did, but people will
NEVER forget how you made them FEEL.”
ENCOURAGE
Maya Angelou
23. Research finds that learning occurs best when there
are 3.57 positive messages for every negative 1.
Try a similar 4:1 ratio with employees.
24. If we can’t find the time to do it right the first
time, when will we have time to do it over?
EFFICIENCY
26. At the end of the day, your company’s
productivity determines your profitability.
Therefore, at the crack of dawn, your
workforce should rise and shine with the
ability to perform their jobs to their
fullest potential.
“
“
Maureen S. Catania