This document discusses motivating and rewarding employees. It covers topics like the hallmarks of a motivated workplace, motivation myths, and tips for motivating employees. Some key points that motivate employees include offering opportunities for advancement, fair compensation, and recognition. The document emphasizes that what motivates one person may not motivate others and that managers should lead by example to motivate their staff. It provides a "motivation toolbox" of strategies employers can use like balancing work and personal life, benefits, communication, corporate culture and teamwork.
This document discusses various theories and strategies for motivating and rewarding employees. It describes motivation as the process by which a person's efforts are energized and sustained toward attaining goals. Several classic motivation theories are examined, including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. McClelland's three needs theory is also covered. The document then discusses strategies for motivating a diverse workforce such as flexible work hours and job sharing. It concludes with suggestions for designing appropriate rewards programs.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
The document discusses various theories of employee motivation. It describes motivational theories as seeking to understand what drives employee behavior and engagement. Several classic motivation theories are examined, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y approaches to management. A variety of intrinsic and extrinsic motivational techniques are also presented, such as the "carrot and stick" method using rewards and punishments to influence performance. Overall, the document provides an overview of the fundamental concepts within the study of work motivation and how different theoretical perspectives can inform managerial practices.
Theories of Motivation in Organizational BehaviorMasum Hussain
Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation
Describe the five levels in Maslow’s hierarchy and how Maslow’s hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach motivation.
Describe Herzberg’s motivation-hygiene theory.
Explain Herzberg’s views of satisfaction and dissatisfaction.
Motivating employees involves both financial and non-financial methods. Financial methods include wages, salaries, bonuses, profit sharing, and performance-related pay. Non-financial methods include praise, promotion, job enrichment, empowerment, and teamwork. Various theories provide perspectives on motivation, such as Maslow's hierarchy of needs and Herzberg's two-factor theory, which emphasize the importance of both financial and non-financial factors. The most effective management style depends on the situation and type of employees.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and the job characteristics model. It also covers intrinsic and extrinsic motivation, job satisfaction, and factors that influence counterproductive work behaviors. Key topics include what motivates individual performance, the relationship between job satisfaction and organizational outcomes, and balancing work and family responsibilities.
This document discusses various theories and strategies for motivating and rewarding employees. It describes motivation as the process by which a person's efforts are energized and sustained toward attaining goals. Several classic motivation theories are examined, including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. McClelland's three needs theory is also covered. The document then discusses strategies for motivating a diverse workforce such as flexible work hours and job sharing. It concludes with suggestions for designing appropriate rewards programs.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
The document discusses various theories of employee motivation. It describes motivational theories as seeking to understand what drives employee behavior and engagement. Several classic motivation theories are examined, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y approaches to management. A variety of intrinsic and extrinsic motivational techniques are also presented, such as the "carrot and stick" method using rewards and punishments to influence performance. Overall, the document provides an overview of the fundamental concepts within the study of work motivation and how different theoretical perspectives can inform managerial practices.
Theories of Motivation in Organizational BehaviorMasum Hussain
Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation
Describe the five levels in Maslow’s hierarchy and how Maslow’s hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach motivation.
Describe Herzberg’s motivation-hygiene theory.
Explain Herzberg’s views of satisfaction and dissatisfaction.
Motivating employees involves both financial and non-financial methods. Financial methods include wages, salaries, bonuses, profit sharing, and performance-related pay. Non-financial methods include praise, promotion, job enrichment, empowerment, and teamwork. Various theories provide perspectives on motivation, such as Maslow's hierarchy of needs and Herzberg's two-factor theory, which emphasize the importance of both financial and non-financial factors. The most effective management style depends on the situation and type of employees.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and the job characteristics model. It also covers intrinsic and extrinsic motivation, job satisfaction, and factors that influence counterproductive work behaviors. Key topics include what motivates individual performance, the relationship between job satisfaction and organizational outcomes, and balancing work and family responsibilities.
The document discusses various perspectives on motivation in organizational behavior and management. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory, equity theory, and goal-setting theory. Reinforcement perspectives involving positive and negative reinforcement are also described. Popular motivational strategies involving empowerment, participation, and organizational reward systems are outlined.
This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
Principle of Management - Motivating EmployeesReefear Ajang
This document discusses various theories and techniques for motivating employees. It begins by defining motivation and explaining how it affects productivity. It then outlines several theories of motivation, including Maslow's hierarchy of needs, ERG theory, Herzberg's two-factor theory, McClelland's acquired needs theory, goal setting theory, equity theory, and expectancy theory. The document also discusses reinforcement theory and different job design techniques for improving motivation like job simplification, job rotation, job enlargement, job enrichment, and participative management. Overall, the key message is that motivation is multi-faceted and managers should understand employee needs and perceptions in order to enhance performance.
The document discusses various theories of motivation, including: early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; contemporary theories like self-determination theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory; and how motivation theories apply across cultures. The key elements of motivation are intensity, direction, and persistence of effort. Contemporary motivation theories tend to be better predictors of behavior than early theories, with goal-setting theory and expectancy theory showing the strongest predictive power according to the document.
This document discusses various tips and strategies for boosting employee morale and motivation in the workplace. It outlines approaches like supervisors greeting employees, writing personal notes, inviting part-time staff to social events, and allowing flexible work hours. The document also summarizes several major motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's motivational drives of achievement, affiliation, competence and power.
This document discusses motivation and performance in the workplace. It defines motivation as the act of successfully completing tasks using skills and following procedures. It also discusses the concepts of extrinsic rewards like pay and benefits, as well as intrinsic rewards like meaningful work. The document uses Bayer, a German chemical company, as a case study. It describes Bayer's organizational structure and business areas. Finally, the document discusses concepts like job enrichment and flexible work schedules that can be used to motivate employees and improve performance.
This document discusses performance management and performance appraisals. It identifies key components of measuring employee performance, including quantity and quality of output, timeliness, attendance, efficiency and effectiveness. Performance is measured using trait-based, behavior-based and results-based information. Performance appraisals are used for administrative actions like compensation adjustments and promotions, as well as developmental actions like training and coaching. Appraisals can be conducted by supervisors, peers, employees or outsiders using methods like rating scales, rankings, narratives or management by objectives. Raters and employees require training to address errors and biases. Effective feedback is also important.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
The document summarizes Robert House's path-goal leadership theory. The theory proposes that a leader's main functions are to clarify goals, provide a path to achieving goals, and remove obstacles. A leader's style (directive, supportive, participative, or achievement-oriented) depends on subordinate and environmental characteristics. The theory aims to motivate subordinates by satisfying their needs and complementing the work environment with guidance and rewards. While it addresses motivation, the theory is complex and lacks research support. Overall, the path-goal model suggests leadership that reduces uncertainty for subordinates increases motivation and satisfaction.
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.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
This document discusses six major theories of motivation: cognitive evaluation theory, goal setting theory, self-efficacy theory, reinforcement theory, equity theory, and expectancy theory. It provides an overview of each theory, including key concepts and assumptions. For example, it explains that cognitive evaluation theory focuses on how extrinsic rewards can undermine intrinsic motivation, goal setting theory emphasizes that specific, difficult goals lead to higher performance, and expectancy theory proposes that motivation depends on expectations of effort leading to performance and performance leading to outcomes.
Compensation [ Outline, Definitions and Importance ]Mohamed Dawod
This document discusses compensation, defining it as all forms of pay provided to employees in exchange for work. It outlines several definitions of compensation terms like wage and salary. It also describes the importance of compensation in recruiting and retaining employees, increasing morale and performance, and achieving equity. Finally, it notes the components of an effective compensation system include job descriptions, analysis, evaluation, pay structure, salary surveys, and policies. The overall document provides an overview of compensation, its definitions, importance, and factors in building a compensation system.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
The document discusses professional development mentoring programs, describing mentoring as a flexible relationship where an experienced professional guides and teaches a mentee. It outlines the benefits of mentoring, including knowledge sharing, skills development, and confidence building. Guidelines are provided for effective mentoring programs, including establishing learning goals, monitoring progress, and evaluating the relationship.
une présentation du métier d'ingénieur d'études: définition, accès au métier, conditions d'exercices, connaissances et compétences requises, perspectives...
The document discusses various perspectives on motivation in organizational behavior and management. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory, equity theory, and goal-setting theory. Reinforcement perspectives involving positive and negative reinforcement are also described. Popular motivational strategies involving empowerment, participation, and organizational reward systems are outlined.
This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
Principle of Management - Motivating EmployeesReefear Ajang
This document discusses various theories and techniques for motivating employees. It begins by defining motivation and explaining how it affects productivity. It then outlines several theories of motivation, including Maslow's hierarchy of needs, ERG theory, Herzberg's two-factor theory, McClelland's acquired needs theory, goal setting theory, equity theory, and expectancy theory. The document also discusses reinforcement theory and different job design techniques for improving motivation like job simplification, job rotation, job enlargement, job enrichment, and participative management. Overall, the key message is that motivation is multi-faceted and managers should understand employee needs and perceptions in order to enhance performance.
The document discusses various theories of motivation, including: early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; contemporary theories like self-determination theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory; and how motivation theories apply across cultures. The key elements of motivation are intensity, direction, and persistence of effort. Contemporary motivation theories tend to be better predictors of behavior than early theories, with goal-setting theory and expectancy theory showing the strongest predictive power according to the document.
This document discusses various tips and strategies for boosting employee morale and motivation in the workplace. It outlines approaches like supervisors greeting employees, writing personal notes, inviting part-time staff to social events, and allowing flexible work hours. The document also summarizes several major motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's motivational drives of achievement, affiliation, competence and power.
This document discusses motivation and performance in the workplace. It defines motivation as the act of successfully completing tasks using skills and following procedures. It also discusses the concepts of extrinsic rewards like pay and benefits, as well as intrinsic rewards like meaningful work. The document uses Bayer, a German chemical company, as a case study. It describes Bayer's organizational structure and business areas. Finally, the document discusses concepts like job enrichment and flexible work schedules that can be used to motivate employees and improve performance.
This document discusses performance management and performance appraisals. It identifies key components of measuring employee performance, including quantity and quality of output, timeliness, attendance, efficiency and effectiveness. Performance is measured using trait-based, behavior-based and results-based information. Performance appraisals are used for administrative actions like compensation adjustments and promotions, as well as developmental actions like training and coaching. Appraisals can be conducted by supervisors, peers, employees or outsiders using methods like rating scales, rankings, narratives or management by objectives. Raters and employees require training to address errors and biases. Effective feedback is also important.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
The document summarizes Robert House's path-goal leadership theory. The theory proposes that a leader's main functions are to clarify goals, provide a path to achieving goals, and remove obstacles. A leader's style (directive, supportive, participative, or achievement-oriented) depends on subordinate and environmental characteristics. The theory aims to motivate subordinates by satisfying their needs and complementing the work environment with guidance and rewards. While it addresses motivation, the theory is complex and lacks research support. Overall, the path-goal model suggests leadership that reduces uncertainty for subordinates increases motivation and satisfaction.
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.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
This document discusses six major theories of motivation: cognitive evaluation theory, goal setting theory, self-efficacy theory, reinforcement theory, equity theory, and expectancy theory. It provides an overview of each theory, including key concepts and assumptions. For example, it explains that cognitive evaluation theory focuses on how extrinsic rewards can undermine intrinsic motivation, goal setting theory emphasizes that specific, difficult goals lead to higher performance, and expectancy theory proposes that motivation depends on expectations of effort leading to performance and performance leading to outcomes.
Compensation [ Outline, Definitions and Importance ]Mohamed Dawod
This document discusses compensation, defining it as all forms of pay provided to employees in exchange for work. It outlines several definitions of compensation terms like wage and salary. It also describes the importance of compensation in recruiting and retaining employees, increasing morale and performance, and achieving equity. Finally, it notes the components of an effective compensation system include job descriptions, analysis, evaluation, pay structure, salary surveys, and policies. The overall document provides an overview of compensation, its definitions, importance, and factors in building a compensation system.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
The document discusses professional development mentoring programs, describing mentoring as a flexible relationship where an experienced professional guides and teaches a mentee. It outlines the benefits of mentoring, including knowledge sharing, skills development, and confidence building. Guidelines are provided for effective mentoring programs, including establishing learning goals, monitoring progress, and evaluating the relationship.
une présentation du métier d'ingénieur d'études: définition, accès au métier, conditions d'exercices, connaissances et compétences requises, perspectives...
El documento define el aborto como la interrupción del embarazo que causa la muerte del feto. Explica que el aborto se refiere a un parto prematuro y que legalmente el feto no es considerado una persona sino una vida dependiente. También discute las consideraciones legales sobre lesiones, clasificándolas como graves, leves o culposas. Critica que las leyes peruanas sobre salud reproductiva no consideran plenamente los derechos de las mujeres y que prima el derecho a la vida biológica sobre la calidad de vida y autonomía de
Tara Marie Harding is seeking a position in the medical field that utilizes her skills. She has a high school diploma and some college courses. Her relevant skills include proficiency in Microsoft Office, medical terminology, coding, and reception work. Her work experience includes various medical and healthcare roles such as processing specimens, medical billing/coding, and providing customer service on a nurse advice line. She also has customer service and clerical experience from other positions in retail, marketing, and call centers.
ESBIC 2013 conference presentation about creative adrvertising based on Bachelor Thesis http://www.slideshare.net/bialorusin/creative-advertising-case-of-benetton-company-by-aleksey-narko
Students are not meeting physical education requirements and spend too much time on screens. The author will create a website listing health and fitness apps to encourage physical activity outside of school. This will help students track fitness goals and nutrition. The website and apps allow the teacher to connect with students and hold them accountable for physical activity when not in class.
O relatório apresenta os resultados do Sensor de Novembro de 2015, que mede as expectativas de empresários industriais sobre seis indicadores econômicos. Todos os indicadores tiveram queda nas expectativas em relação a outubro, com destaque para emprego (-7,8 pontos) e investimento (-4 pontos). As séries históricas mostram que os indicadores vêm apresentando quedas consecutivas nos últimos meses.
Beyond the logo: Managing the digital brandRégis Faubet
This document discusses managing brands in the digital age. It defines a brand as a representation of a product including its logo, colors, style and reputation. In the digital age, brands must interact in a two-way dialogue as consumers can now shape brands online. A brand has various components including visual design, content, and interactions. Brand tone and messaging must be consistent across all channels. The document also discusses measuring brand strength online and how brands can engage prospective students through the journey of choosing a university. It suggests that branded content and strict branding may not be effective and that co-creation with advocates can help build trust.
2015 Understanding the Needs and Experiences of the Premium Business TravelerInnovations2Solutions
Premium business travelers have come to expect certain amenities and services when traveling, yet they still face many obstacles and deal with unique stressors during their journey. Overbooked flights, spotty Internet connectivity, frequent changes in airline policies, and diminished benefits of airline loyalty programs are some of the challenges facing today’s business travelers. As a result, they may experience many feelings, from anxiety to relief, over the course of a business trip. Before we examine the needs, preferences, and stressors of the premium business traveler, we first need to understand the unique demographic and psychographic characteristics of this segment.
This document summarizes Lorraine Salloum's presentation at the 2013 Public Sector Strategic HR Conference on driving a high performance culture. The presentation discusses research on high performing organizations and employees. It outlines 10 imperatives for driving a high performance culture, such as hiring for fit, clarifying pay and performance links, and empowering employees. Salloum then discusses NSW Treasury's experience developing a capability framework, performance management system, and initiatives to increase consistency, engagement, and individual development.
Compensation management involves managing all forms of financial returns and benefits that employees receive as part of their employment. It aims to attract capable employees, motivate performance, and reduce employee turnover. Elements of compensation include wages/salaries, bonuses, economic benefits like paid holidays, insurance contributions, transport and medical facilities, and retirement benefits. Key factors that determine compensation are labor supply and demand, cost of living, productivity, and profits. Job evaluation determines the relative worth of jobs in an organization. Common types of wages include minimum wages, fair wages, living wages, and skill or competency-based pay plans. Compensation management also addresses pay equity and uses incentives like service awards, profit sharing, and stock options to further motivate employees.
The document defines an attitude as a psychological tendency to evaluate an entity with some degree of favor or disfavor. It notes that while attitudes often involve affect or emotions, affect is distinct from the measure of favorability that defines an attitude. Attitudes contain cognitive, affective, and behavioral components, though some views see the cognitive and behavioral aspects as derivative of the underlying affective component.
This document discusses compensation management. It defines compensation as the monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees, increasing morale, and rewarding performance. Compensation has direct elements like base pay and bonuses, and indirect elements like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job descriptions, analysis, and structure. Factors affecting compensation include external factors like the economy and internal factors like compensation policies and an organization's ability to pay.
The document discusses key skills that employers look for in new hires and interns, including leadership, problem-solving, communication, and a positive attitude. It emphasizes being able to provide concrete examples of demonstrating skills using the CAR (Context-Action-Result) method. The document also provides tips for developing an effective interview strategy, such as preparing for different interview types and focusing on selling your accomplishments. Overall, the document advises interviewees to know themselves and the company, and communicate their strengths, interest, and enthusiasm during interviews to successfully "sell" themselves for the position.
This document provides guidance on how to motivate employees in 3 key areas:
1) Understanding individual needs and priorities to align employees' goals with the business. This includes giving employees responsibility, freedom to choose goals, and acknowledging different motivations like recognition or new challenges.
2) Building trust and teamwork through open communication, praise for achievements, and treating employees as partners rather than using fear or blame.
3) Helping employees develop skills and providing support that matches their competence, from clear instruction to coaching to trusting independent work. The overall goal is engaging and retaining talented staff.
The document discusses the transformation of a company's resourcing strategies and processes. It outlines 3 steps taken: 1) Communicating the goals of transformation to all, 2) Implementing improved assessment techniques like video interviews to increase hiring quality and retention, 3) Developing forecasting to better identify resourcing needs. It also notes the transformation's success, with the function winning several awards and improving metrics like time to hire and referral rates.
CA in Patna is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Patna.
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.
This document discusses leadership competencies and provides an overview of an effective leadership model. The model is built on management skills and financial acumen, with nine key leadership competencies forming the "capstone". These nine competencies are passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. The document then provides explanations and examples for developing each competency.
Work ethic refers to a belief in hard work and its ability to strengthen character. Key components of a strong work ethic include reliability, initiative, diligence, and pursuing new skills. Developing a good work ethic requires maintaining a positive attitude, avoiding procrastination, staying focused, being dependable, meeting deadlines, and volunteering to fill needs. Employers seek job applicants with demonstrated strong work ethics due to today's competitive business environment.
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.
Company Culture is your company’s personality. It is the shared beliefs, values and practices that make up your company and the unique way everybody at the company sees the rest of the world.A properly implemented company culture is necessary to help companies develop a well-defined market position.
The Getting It Right workshop is a pre-employment program that provides tools to find and sustain employment. It covers personal skills assessment, CV writing, researching career options, understanding employer selection processes, preparing for interviews, developing a positive attitude, and challenging negative attitudes. The workshop uses presentations, discussions, and activities to prepare learners for employment success.
how to be a good manager by Nitu FlorinNiţu Florin
This document provides tips for how to be a better manager. It recommends motivating employees by respecting their values and regularly asking for honest feedback to understand what they need. Managers should offer perks that employees value, like time for exercise or family. They should also make people feel good by identifying and applauding their strengths publicly and privately. Managers are encouraged to regularly express appreciation for employees by telling them directly what they appreciate about each person's work. Finally, the document stresses the importance of treating all employees equally and with kindness in order to create a positive corporate culture.
This document discusses leadership competencies and provides an overview of the nine key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It defines each competency and provides tips on how to improve or apply each one to become an effective leader. The overall message is that developing these nine competencies, in addition to traditional management skills, allows one to act as a true leader in any situation.
Employee motivation is important for a strong team and high performance. Low motivation can negatively impact morale, initiative, energy levels and increase mistakes and staff turnover. A self-motivation action plan in three steps can help boost motivation: 1) Clarify goals, 2) Identify obstacles, 3) Handle each obstacle. Common myths include thinking money alone motivates or that the employee is always right. Effective strategies involve finding the right job for each person, empowering employees, cooperation over competition, performance over "presenteeism", and making employees feel safe, valued and involved.
5 Essential Tips for Effective LeadershipNick Bidic
The document provides 5 tips for effective leadership: 1) Don't hide information from employees and be transparent about progress and plans; 2) Show emotion and humanize yourself by getting to know employees on a personal level; 3) Identify whether underperformance is due to lack of skills or motivation and address the root cause; 4) Be humble and give credit to employees for their work; 5) Surround yourself with smart employees and give them room to grow and innovate rather than feeling insecure. Effective leadership requires connecting with employees and remaining down to earth.
The document provides 20 non-monetary ways to motivate employees including recognition, training opportunities, career development, social activities, and creative awards. It argues that while cash incentives are important, non-monetary rewards can be just as or more effective at motivating employees long-term. The document also discusses understanding different motivators like family, friends, or personal growth and tailoring rewards programs accordingly.
Here are some answers to your questions about job references:
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- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
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3. Topics CoveredTopics Covered
Hallmarks of a Motivated
Workplace
Motivation Myths
Motivation Tips
Keeping Yourself Motivated
What Motivates Employees
Motivational Toolbox
Things That Don’t Motivate
4. Hallmarks of a MotivatedHallmarks of a Motivated
WorkplaceWorkplace
Commitment to results andCommitment to results and
responsibility for actionsresponsibility for actions
Open communicationOpen communication
Low employee turnoverLow employee turnover
Creativity and ingenuity, especially inCreativity and ingenuity, especially in
solving problemssolving problems
CollaborationCollaboration
Excellent customer service, bothExcellent customer service, both
internally and externallyinternally and externally
5. Motivation Myths:Motivation Myths:
Everyone is in agreement in a motivatedEveryone is in agreement in a motivated
workplaceworkplace
Motivated employees work plenty ofMotivated employees work plenty of
overtimeovertime
Employees who are motivated don’t needEmployees who are motivated don’t need
much input from managementmuch input from management
A formal plan for motivating employees isA formal plan for motivating employees is
unnecessaryunnecessary
Money motivates bestMoney motivates best
6. Why MotivateWhy Motivate
Employees?Employees?
The High cost of employeeThe High cost of employee
turnoverturnover
Maintaining the competitive edgeMaintaining the competitive edge
Happy employees keep clientsHappy employees keep clients
happyhappy
8. In a poll by Robert HalfIn a poll by Robert Half
International,International,
25% of HR executives said that a25% of HR executives said that a
lack of recognition is the most likelylack of recognition is the most likely
reason a good employee wouldreason a good employee would
leave a job.leave a job.
9. Motivation TipsMotivation Tips
Offer a positive work environmentOffer a positive work environment
Keep lines of communication openKeep lines of communication open
Provide opportunities forProvide opportunities for
advancementadvancement
Have fair compensation packagesHave fair compensation packages
Recognize and Reward yourRecognize and Reward your
employeesemployees
Encourage teamworkEncourage teamwork
11. Stay Upbeat and Positive
Laugh it up (Appropriate Humor)Laugh it up (Appropriate Humor)
Be cooperative and approachableBe cooperative and approachable
Practice open communicationPractice open communication
Stay calmStay calm
Be part of the solution, not the problemBe part of the solution, not the problem
Choose your friendsChoose your friends
Share good newsShare good news
12. Finding Personal Motivation
Take pride in your workTake pride in your work
Practice good time-management skillsPractice good time-management skills
Pat yourself on the backPat yourself on the back
Indulge your passion, whether at work or afterIndulge your passion, whether at work or after
hourshours
Take classes to indulge your creative sideTake classes to indulge your creative side
Make time for friendsMake time for friends
Do something totally different from your workDo something totally different from your work
Relax over the weekendsRelax over the weekends
Take a vacationTake a vacation
Change your routine, get a different perspectiveChange your routine, get a different perspective
Pay attention to your healthPay attention to your health
13. Lead by Example
If you are in a position of authority,If you are in a position of authority,
you’re a role model-whether you wantyou’re a role model-whether you want
to be or not.to be or not.
Your actions and demeanor set theYour actions and demeanor set the
stage for others.stage for others.
People will look to you as thePeople will look to you as the
example of what is expected.example of what is expected.
14. Actions speak louder than
Words
Come back on time from lunchCome back on time from lunch
Honor deadlines and commitmentsHonor deadlines and commitments
If something comes up and you can’t attend aIf something comes up and you can’t attend a
meeting, arrange for someone else to take yourmeeting, arrange for someone else to take your
placeplace
Make sure that you show up for work each dayMake sure that you show up for work each day
Offer to assist when you canOffer to assist when you can
Show you really care by remembering birthdays,Show you really care by remembering birthdays,
taking employees out to lunch on occasion, andtaking employees out to lunch on occasion, and
regularly thanking them for a job well doneregularly thanking them for a job well done
15. What motivates employees?
Different things motivate differentDifferent things motivate different
peoplepeople
People want to use their talents, skillsPeople want to use their talents, skills
and knowledgeand knowledge
People want to do somethingPeople want to do something
rewarding and intrinsically valuablerewarding and intrinsically valuable
16. Your Motivation
Toolbox
Balance
Benefits
Communication
Compensation
Corporate culture
Recognition and rewards
Responsibility
Teamwork
Training and promotions
26. Things That Don’t
Motivate
Personal Attacks
Embarrassing
Governing by Fear
Shouldering All Responsibility
Overworking Employees
27. Motivating and Rewarding EmployeesMotivating and Rewarding Employees
Evaluation QuestionsEvaluation QuestionsUSE:USE:
a. Stronglya. Strongly
agreeagree
b. Agreeb. Agree
c. Disagreec. Disagree
d. Stronglyd. Strongly
disagreedisagree
e. Don’t knowe. Don’t know
1. I found the presentation material
easy to understand.
2. This Advantage session increased
my knowledge of the subject presented.
3. I will be able to use some of the
information from this session in the future.
4. The presenter was well prepared for this Advantage session.
5. This presentation should be repeated in future semesters.
28. If you would likeIf you would like
to learn more,to learn more,
CareerCareer
PlanningPlanning
StrategiesStrategies
textbook willtextbook will
supply additionalsupply additional
information oninformation on
this topic.this topic.
Editor's Notes
Lecture 2, PREVIEWS
Creating Your Resume for BPO Undergraduate Career Services
Indiana University
Kelley School of Business
C. Randall Powell, Ph.D.
November 3, 2000
For Videos ONLY
Welcome! This brief presentation is designed to assist you in your career planning and job placement interests. The content is based upon the book Career Planning Today by Dr. C. Randall Powell.
It is helpful to have your “rough draft resume” in front of you as you listen so you can record relevant notes directly on your resume.
This PowerPoint is on the BPO website under Lectures and can be reviewed later for specific follow-up.
Every employee is committed to the overall success of the enterprise and strives to do his or her best. In a workplace with high motivation, no secrets or hidden agendas lie under the surface. People know what’s going on. Employees aren’t blindsided with unexpected information. In turn, they don’t conceal information or mislead their managers. Motivated employees are exceptionally loyal to their employers. Employees feel motivated when they know that they can be part of a solution or when they’re encouraged to experiment with approaches they themselves develop. Lively, productive interaction among employees is another sign of motivation in action. Rather than toiling away in isolation or trying to outdo their coworkers, motivated employees enjoy working in teams and cooperating with one another. Motivated employees provide the best service they can, helping internal customers (their coworkers) as well as external ones. Even if they never interact directly with the public, employees with high motivation realize that they can impact customer satisfaction by doing their jobs well.
Motivation does not require a uniform point of view. Employees will feel unmotivated if they’re required to think and act the same way.
Ten or twelve hour days are not necessarily a sigh of employees who are crazy about their jobs. Often, excessive overtime is an indicator of problems with staffing or operations. It can also be a sign of poor time-management skills.
Input and feedback from managers is what motivates employees to do their jobs effectively and confidently. And when their stellar performance is recognized and rewarded, employees’ motivation increases even more.
If the approach to motivation is haphazard, sporadic, or inconsistent, the results will be as well. A few employees may be motivated,but not for long.
Although it’s true that compensation is a n important factor in motivating workers, money is not the be-all and end-all. Nonmonetary benefits and perks, as well as intangibles such as praise, motivate in ways money cannot.
Today’s employees are likely to be individuals who possess specialized skills, extensive industry-specific expertise, or a unique depth of experience that is impossible to duplicate. Rather than punchin in, performing their duties, and puching out, employees today are looking to make a contribution. As aresult, they are a major source of your company’s ideas and the bearers of your company’s reputation. You rely on your staff to design an build the best possible product or deliver outstanding service. The profitability and success of your business depends on having employees who are motivated to be efficient, thorough, and competent.
Employees should feel as if they’re trusted and valued and that they make a difference to the company.
Even if you’re doing everything else right as a manager, if you’re not communicating effectively, you’re not doing a good job. Communication is more than just telling employees what you want them to know. It’s about fostering a two-way conversation. It’s about finding out employees’ career goals, offering information before they hear it from someone else, and encouraging risks. As a manager, you can’t afford to sit back and observe. You need to build consensus, get a pulse on your employees, and help them learn from their successes and failures.
Have you ever been bored with a job? It’s not fun or interesting to do the same task day in and day out. Bored workers soon become unmotivated workers, who soon become employees working for someone else! Take steps to keep your staff members interested in their jobs. Don’t micromanage your team; empower them instead. Offer training programs. Provide feedback on a regular basis. Encourage in-house training, online courses, and seminars. Mentor’s can have a great impact on how a person perceives his or her job.
Think of fair compensation as a type of preventive maintenance. Make sure that you’re paying your employees fairly, while at the same time offering other important benefits, such as insurance, and opportunities for career advancement.
Appreciate your employees and know what motivates them as individuals and as a group. A good manager makes his or her employees feel valued and encourages strong performance.
Teams should use words such as our and we and work together, rather than independently.
Motivating others requires energizing them to take action. As a leader, remember that you set the tone. Others follow your lead. Anyone can be a leader. But a GOOD leader makes positive things happen by creating a positive tone.
Humor not only relieves tension, it also encourages a lighthearted atmosphere.
Be a tem player by honoring deadlines, delivering top-quality work, and providing your expertise to help others succeed. Even offer to pitch in on big projects when necessary. Your cooperative attitude will be noted by others and reciprocated. And isn’t it more fun to work in a place where people treat each other well?
Regular communication prevents many problems from occurring in the first place. Good communication also helps solve the problems that do pop up. Instead of making statements, ask questions- you avoid making assumptions and can check that everyone is on the same page.
When faced with a difficult situation, don’t allow emotions and pressure to affect how you communicate. Instead, give yourself a moment to take a deep breath, and think before you speak.
Don’t just identify a problem- propose solution and encourage your employees to do the same.
If you’re around negative associates and coworkers, they will eventually drag your morale down, too.
If you’re having a bad day or a crisis, consider spending some time alone. That way, you won’t do or say something you’ll regret later.
When something good happens, share the news with others and praise those who made it happen. If a new company policy helped you better balance your workload, let your supervisor know about it. When a colleague gives an outstanding presentation, say so. Recognizing achievements will make both you and those around you feel good.
Have you ever rushed through a project just to meet a deadline? Do work that you can be proud to present.
Time limitations almost always play a factor in how well you can do a job. If you’re constantly overwhelmed, focusing and doing your best work is difficult. Your time management skills can make you or break you. Organize yourself and prioritize your daily tasks.
Make a feel good folder that lists all of your accomplishments and kudos- all the stuff that makes you feel great whenever you look at it. Got an email congratulating you on a job well done? Print it and file it in your feel-good folder. When things aren’t going well- your team isn’t particularly clicking or a new obstacle has surfaced- pull out your feel-good folder and remind yourself of your past successes.
If you’re not passionate about your work, find a hobby that you love. The key is to be connected regularly with your passion, whether at work or after hours.
The mental stimulation of doing something you love causes you to be more positive. A positive person carries that positive energy over to others, including his or her coworkers.
There’s nothing like getting together with a friend to make you forget about your woes. And just when you stop thinking about what has been bothering you at work, you’ll probably come up with a great solution!
Spend a day off reading a novel alone or try something outrageous. (Think Hang gliding or sky diving)
Don’t plan to work on the weekend unless it’s truly a desperate situation (which should be the exception, not the rule).
Do your grocery shopping and laundry during the week so you can relax on the weekend.
Don’t be someone who skips your vacation every year because you have too much work. You need the time away from work to rejuvenate.
Try going to a different coffee shop or redoing your filing system. Breaking the monotony may be just what you need to start seeing things in a new light.
Your physical condition plays a big role in your mental well-being. In fact, exercise releases endorphins that make you feel better mentally. And when you feel good, how can you not be motivated?
Some people want a higher salary. Others want a company car. Still others want a great insurance plan. Then you have those employees who care about less tangible things than compensation and benefits. They want to work for a company that really cares about them, and that shows it cares by offering great training opportunities, a positive corporate culture and open communication.
Even if some of your employees are workaholics, there will come a time when they need a break. You need to show your employees that you realize they have a life outside of work.
Even if the money is great, some employees won’t be satisfied- and understandably so. Your compensation package can’t compete if you leave out these important benefits.
Foster an open communication environment. Employees want to know that they can talk with you about what’s going on at work, and they want honest feedback from you.
When employees describe their organization’s environment- managers’ attitudes, hours, and the other elements that create a work life- they’re talking about the corporate culture. A company that discourages smart risks, stifles creativity, and berates employees doesn’t have a positive corporate culture.
Some people are really excited by public recognition and rewards. They want some recognition for their hard work, other than a paycheck, and they want someone to know that their performance is outstanding. Celebrate your above and beyond performers.
Employees want to be able to contribute. Empower your employees so that they feel responsible, and they’ll reward you for your trust.
Many people enjoy collaborating when they build something great-flying solo isn’t for everyone. Being part of a successful team doesn’t even feel like work for some of your employees. If your company is going to succeed. Team should play a big part in your work style-so promote teamwork. Teamwork occurs when a group of people share a common goal and understanding and work together to accomplish a specific project.
Without professional growth and training, work becomes routine and unfulfilling. Help your employees contribute more and more to your firm’s success while developing their careers.
Give constructive criticism. Feedback is important. But you should criticize only the behavior, not the person. If you find yourself saying, “You never do anything right,” stop in your tracks. Self-esteem is critical to motivation. When you do have to provide criticism, do so in private. It doesn’t help for others to overhear your words; it only makes the situation worse. Fear of repercussion never causes good performance- at least not for long. If you run your department in a finger-pointing way, your best employees won’t stay for long. And you’re certainly not fostering open communication and teamwork, which are key motivating elements. As a manager, you are paid to delegate and lead your team. If you’re doing all the “work” but neglecting those duties, you need to reexamine your priorities. Give others opportunities to learn. Not only are you making your life easier and leading by example, but you are also helping your employees feel valued and respected. Plan for peak work periods and take advantage of temporary staffing opportunities. Hire top performing temporary professional. Whatever you do, don’t overload your employees for long stretches of time. You’re giving them an invitation to find an employer who can provide a bit of balance.