This document discusses theories and strategies for motivating employees. It covers:
1. Common motivation theories including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2. Factors that motivate people such as achievement, responsibility, recognition, feedback, and learning/growth opportunities.
3. Strategies for motivating employees including trust-building, promoting pride in work, team-building activities, performance appraisals, positive reinforcement, and satisfying needs.
Values Based Leadership - Creating a Culture of OwnershipJoe Tye
These are the slides used by Values Coach CEO Joe Tye in the webinar "Values-Based Leadership -Creating a Culture of Ownership" conducted for more than 3,000 participants that was sponsored by the ANA Leadership Institute.
Culture Summit 2018 - Unleashing the Power in Every TeamCulture Summit
Atlassian recognizes that the ever-increasing complexity of work in our gig economy has thrust teams into a new role: they are the growth engines of business. The company has studied and worked with hundreds of teams over the years—technical and leadership, small and large, diverse and homogeneous. And along the way, Atlassian has learned a few things about what derails team health and performance and what empowers teams to stretch, fly and be the very best they can be.
Helen Russell, Chief People Officer at Atlassian, shares how she looks at team dynamics and best practices, and how to overcome issues including trust, clarity, communication, and prioritization. While research proves that the introduction of a diverse team member materially increases the impact of a team, Atlassian recognizes that to truly maximize team impact requires a greater understanding of what is going on at the individual level.
Interested in learning more? Visit www.culturesummit.co
Values Based Leadership - Creating a Culture of OwnershipJoe Tye
These are the slides used by Values Coach CEO Joe Tye in the webinar "Values-Based Leadership -Creating a Culture of Ownership" conducted for more than 3,000 participants that was sponsored by the ANA Leadership Institute.
Culture Summit 2018 - Unleashing the Power in Every TeamCulture Summit
Atlassian recognizes that the ever-increasing complexity of work in our gig economy has thrust teams into a new role: they are the growth engines of business. The company has studied and worked with hundreds of teams over the years—technical and leadership, small and large, diverse and homogeneous. And along the way, Atlassian has learned a few things about what derails team health and performance and what empowers teams to stretch, fly and be the very best they can be.
Helen Russell, Chief People Officer at Atlassian, shares how she looks at team dynamics and best practices, and how to overcome issues including trust, clarity, communication, and prioritization. While research proves that the introduction of a diverse team member materially increases the impact of a team, Atlassian recognizes that to truly maximize team impact requires a greater understanding of what is going on at the individual level.
Interested in learning more? Visit www.culturesummit.co
Culture Summit 2018 - The Whole Employee: How to Boost Employee Engagement an...Culture Summit
The Whole Employee – How to Boost Employee Engagement and Prevent Burnout workshop facilitated by Dr. Laura Hamill of Limeade. Interested in learning more? Visit www.culturesummit.co
Slides from my HBR Exchange webinar on "Coaching Your Employees." Topics include Leadership roles, When coaching works (and when it doesn't), Coaching tools, Coaching traps, and Putting it into practice.
Optimism at Work: Developing and Validating Scales to Measure Workplace OptimismSara Frost
These slides were used to illustrate Dr. Sara Frost's 2021 dissertation of the same title.
ABSTRACT from https://aura.antioch.edu/etds/700/
A growing body of research has shown the benefits of optimism on health, socioeconomic status, and at work. This two-phase mixed-method study revised and validated an instrument to measure an employee’s personal experience with optimism in their workplace. This study also developed two additional scales to measure the degree to which individuals engage in optimistic leadership skills, and an organization’s readiness to cultivate optimism. In Phase 1, 697 responses from an online survey were analyzed using exploratory and confirmatory factor analysis. Regression analysis indicated that an employee’s personal experience of factors associated with optimism at work influenced their perception of their workplace’s readiness to cultivate optimism. Regression analysis also indicated that an individual’s personal tendency toward optimism influenced their personal experience with optimism at work. The study also validated the Maslach Burnout Inventory-General Survey and the Life Orientation Test-Revised for this study’s sample. In Phase 2, the measures developed in Phase 1 were piloted with the 30-person office staff of a Midwestern paper manufacturing company to provide feedback on the accuracy of the scales. The findings help to advance research on optimism at work and support future studies to explore more deeply the impact of optimism at work. This dissertation is available in open access at AURA, https://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/.
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
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.”
A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)
How to motivate your staff and improve employee moraleDexcomm
How to Motivate Your Staff and Improve Employee Morale
Upon hire employees form perceptions about their new workplace. Negative perceptions can lead to disengagement very quickly and prompt new hires to look for another job within the first year of employment. Some studies show that turnover can cost up to 250% of an employee’s salary. That’s expensive!!!
At Dexcomm, we believe that engagement practices are vital in efforts to engage our staff and improve employee morale. One of the many challenges in today’s workplace is retaining top talent and keeping them engaged. We work hard to capitalize on our human capital because they are our greatest assets. We’d like to share some of what we’ve learned about engaging our employees and improving employee morale. We hope our tips can help you strengthen your team and capitalize on your greatest assets.
This eBook will provide:
•Five easy ways to help make a great first impression on your new hires
•Fun ideas for engaging your staff
•Ways to enhance your organization’s culture and improve employee morale
•Creative non-monetary benefits to attract and retain top talent
Employee Engagement is the energy and passion employees have for what the organization is trying to achieve. In average organizations, 30% are engaged. In high performing organizations, 63% of their employees are engaged and working with energy and passion.
This essay is primarily formed to describe that what is meant by the strength based
leadership and what will be their advantage and the disadvantage. This will cover, firstly a brief
description of strength and its definition. Later on, discussion raised by Gallup in favor of
focusing on employee strength and Kaiser & Kalpan denying to put more emphasis on strength
as it become weakness will be discussed and justified (Brook and Brewerton, 2006).
Further, both advantage and the disadvantage of following topic will be discussed in
detail. At last, conclusion will be drawn that whether leadership based on strength has more
advantage than disadvantage (Brook and Brewerton, 2006).
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...Denise Corcoran
* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
Présentation d'une semaine type à La Forge Collective faite pour une conférence à l'INEED et organisée par la CCI de la Drôme sur le thème "Travailler autrement"
Culture Summit 2018 - The Whole Employee: How to Boost Employee Engagement an...Culture Summit
The Whole Employee – How to Boost Employee Engagement and Prevent Burnout workshop facilitated by Dr. Laura Hamill of Limeade. Interested in learning more? Visit www.culturesummit.co
Slides from my HBR Exchange webinar on "Coaching Your Employees." Topics include Leadership roles, When coaching works (and when it doesn't), Coaching tools, Coaching traps, and Putting it into practice.
Optimism at Work: Developing and Validating Scales to Measure Workplace OptimismSara Frost
These slides were used to illustrate Dr. Sara Frost's 2021 dissertation of the same title.
ABSTRACT from https://aura.antioch.edu/etds/700/
A growing body of research has shown the benefits of optimism on health, socioeconomic status, and at work. This two-phase mixed-method study revised and validated an instrument to measure an employee’s personal experience with optimism in their workplace. This study also developed two additional scales to measure the degree to which individuals engage in optimistic leadership skills, and an organization’s readiness to cultivate optimism. In Phase 1, 697 responses from an online survey were analyzed using exploratory and confirmatory factor analysis. Regression analysis indicated that an employee’s personal experience of factors associated with optimism at work influenced their perception of their workplace’s readiness to cultivate optimism. Regression analysis also indicated that an individual’s personal tendency toward optimism influenced their personal experience with optimism at work. The study also validated the Maslach Burnout Inventory-General Survey and the Life Orientation Test-Revised for this study’s sample. In Phase 2, the measures developed in Phase 1 were piloted with the 30-person office staff of a Midwestern paper manufacturing company to provide feedback on the accuracy of the scales. The findings help to advance research on optimism at work and support future studies to explore more deeply the impact of optimism at work. This dissertation is available in open access at AURA, https://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/.
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
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.”
A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)
How to motivate your staff and improve employee moraleDexcomm
How to Motivate Your Staff and Improve Employee Morale
Upon hire employees form perceptions about their new workplace. Negative perceptions can lead to disengagement very quickly and prompt new hires to look for another job within the first year of employment. Some studies show that turnover can cost up to 250% of an employee’s salary. That’s expensive!!!
At Dexcomm, we believe that engagement practices are vital in efforts to engage our staff and improve employee morale. One of the many challenges in today’s workplace is retaining top talent and keeping them engaged. We work hard to capitalize on our human capital because they are our greatest assets. We’d like to share some of what we’ve learned about engaging our employees and improving employee morale. We hope our tips can help you strengthen your team and capitalize on your greatest assets.
This eBook will provide:
•Five easy ways to help make a great first impression on your new hires
•Fun ideas for engaging your staff
•Ways to enhance your organization’s culture and improve employee morale
•Creative non-monetary benefits to attract and retain top talent
Employee Engagement is the energy and passion employees have for what the organization is trying to achieve. In average organizations, 30% are engaged. In high performing organizations, 63% of their employees are engaged and working with energy and passion.
This essay is primarily formed to describe that what is meant by the strength based
leadership and what will be their advantage and the disadvantage. This will cover, firstly a brief
description of strength and its definition. Later on, discussion raised by Gallup in favor of
focusing on employee strength and Kaiser & Kalpan denying to put more emphasis on strength
as it become weakness will be discussed and justified (Brook and Brewerton, 2006).
Further, both advantage and the disadvantage of following topic will be discussed in
detail. At last, conclusion will be drawn that whether leadership based on strength has more
advantage than disadvantage (Brook and Brewerton, 2006).
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...Denise Corcoran
* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
Présentation d'une semaine type à La Forge Collective faite pour une conférence à l'INEED et organisée par la CCI de la Drôme sur le thème "Travailler autrement"
How to Customer Success the Heck out of ThemJean Walters
This presentation is a modified version of a Work-Bench Workshop given on 4/14/15 by Jean Walters, Director of Customer Success at Greenhouse.
As the 8th person on the Greenhouse team, the presentation shares Jean's experiences leading and growing a customer success team at a startup. Lessons she has learned along the way include knowing when/who to hire, how specializing roles can help your company scale, and the amazing impact that a chat tool can have on customer satisfaction.
Founded in 2012, Greenhouse is a recruiting optimization platform that companies use to build and scale their recruiting processes. Greenhouse has raised over $20 million to date, and has 500+ customers.
“Do not wait; the time will never be ‘just right.’ Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along.” —George Herbert
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. The Power of a Smile
She smiled at the sorrowful stranger.
The smiling seemed to make him feel better.
He remembered past kindnesses of a friend
And wrote him a thank you letter.
The friend was so pleased with the thank you
That he left a large tip after lunch.
The waitress, surprised by the size of the tip,
Bet the whole thing on a hunch.
The next day she picked up her winnings,
And gave part to a man on the street.
The man on the street was grateful;
For two days he'd had nothing to eat.
After he finished his dinner,
He left for his small dingy room.
He didn't know at that moment
That he might be facing his doom.
On the way he picked up a shivering puppy
And took him home to get warm.
The puppy was very grateful
To be in out of the storm.
That night the house caught on fire.
The puppy barked the alarm.
He barked till he woke the whole household
And saved everybody from harm.
One of the boys that he rescued
Grew up to be President.
All this because of a simple smile
That hadn't cost a cent.
3. MOTIVATION
What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achieve a goal, combined
with the energy to work towards that goal.
4. Motivation is everything. You can do the work of
two people, but you can't be two people. Instead,
you have to inspire the next guy down the line and
get him to inspire his people.
Motivation is the art of getting people to do what
you want them to do because they want to do it.
5. WHAT MOTIVATES PEOPLE
External Rewards
• Salary
• Working conditions
• Benefits
• Environment
Internal Rewards
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
6. WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
• Recognize achievements through programs
that showcase performers.
7. WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
• Have volunteer programs and other
programs that enable employees to
showcase their responsibility towards each
other and the society at large.
8. • Recognize winners through awards like
Service Quality Awards, Best Operations
Awards, Best Trainer Awards, etc.
WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
9. WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
• Follow a system of feedback and
performance appraisal i.e the 360o
system
in which both the boss and subordinate
participate.
10. WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth • Give a lot of importance to training and
development and have various training
academies to cater to various sections of
employees.
• Analyze training needs to recognize
competency gaps and impart knowledge
through customized training programs.
11. WHAT MOTIVATES PEOPLE
• Employee engagement
• Challenging job profiles
• Keep them self-motivated
• Good projects
• Job rotation
• Job security / stability
• Good team, co-workers, bosses
In addition to the external and internal awards, have:
12. But what happens when there is
not enough motivation among the
employees?
LESS or NO MOTIVATION =
DEMOTIVATION
13. WHY PEOPLE LEAVE
Top Reasons why people leave their jobs
- Harvard Business Review
Learning Opportunities
to learn new skills
Feedback, especially for stars
Coaching and feedback by
managers
Bad Bosses
conflict with the boss as one of
the top most reasons for the
departure of top performing
employees
In addition to:
• Job content
• Level of responsibility
• Company culture
• Caliber of Colleagues
• Low growth potential
• Lack of challenge
• Lack of autonomy
• Not enough money
• Work environment issues
18. The belief that it is important to meet or exceed a standard of
excellence.
MCCLELLAND’S: ACHIEVEMENT
Focus upon:
Out-performing others
Performing against internal standards of excellence
Achieving unique or innovative accomplishments
Long-range career planning
If you scored highest in Achievement:
You place importance on doing things better, faster or
in new ways
You want to use time well and get frustrated by time-
wasting
You can see organizational politics as a waste of time
Given the choice of doing something yourself or
delegating, you would probably choose to do it yourself
19. Focus upon:
Being liked, accepted and popular
Concern about separation or disruption of relationships
Seeing group tasks as primarily social activities
MCCLELLAND’S: AFFILIATION
The belief that establishing and maintaining close, friendly
relationships is important
If you scored highest in Affiliation:
You place highest priority on avoiding conflict and
maintaining good relations
You are concerned about people’s feelings
You take time to socialize at work and are in touch
the ‘grapevine’
If you had to delegate to someone who might resent
the extra work, you would most likely do it yourself
20. The value for Power can take 2 forms:
1. Personalized Power – used for self-benefit
2. Socialized Power – used for the benefit of others
MCCLELLAND’S: POWER
The belief that having an impact matters.
Focus upon:
Feeling – or being perceived as – strong, effective and influential
Taking forceful actions that affect people
Giving unsolicited support or advice
Influencing, persuading or making a point
If you scored highest in Power:
You are most concerned with having impact on events
and people
You make a point of understanding organizational
politics and influential relationships
When used as socialized power and given the choice of
doing something yourself or delegating, you would prefer
to let the other person complete the task so that they
can learn and develop.
22. Low
JOBREQUIREMENTS
PERSONAL VALUES
Low in Imp.
Not important to you
+
Not necessary
in your job
=
No Tension
Not important to you
+
Necessary in your
job
=
Tension
Important to you
+
Necessary in your
job
=
No Tension
Important to you
+
Not necessary in
your job
=
Tension
High in Imp
High
JOB TENSION
23. A change in your personal or material desires
Exposure to new influences
The recognition of the negative results of your
current values
Immersion in a new environment
DEALING WITH TENSION
25. MOTIVATING
TRUST Respect, communication, credibility
PRIDE Work related to the person
CAMARADERIE Team building exercises, promoting
team work, contests, create
communities
26. PERFORMANCE APPRAISAL
How to evaluate your people?
Performance Appraisal Systems contain two basic systems:
Evaluation System Feedback System
• To identify the performance gap
(if any).
• This gap is the shortfall that
occurs when performance does
not meet the standard set by the
organization as acceptable.
• To inform the employee about the
quality of his or her performance.
• The appraisers also receives
feedback from the employee
about job problems, etc.
27. STRATEGIES FOR MOTIVATION
• Positive reinforcement
• Effective discipline
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance
28. Five basic elements of executive compensation:
• Salary
• Short-term incentives
• Long-term incentives
• Employee benefits
• Perks
EXECUTIVE COMPENSATION
29. What it is
• Partnering
• Involvement
• Respect
• Individualism
EMPLOYEE ENGAGEMENT
What it is not
• Praise
• Merchandise
• Money
• Pat on the back
X
30. EMPLOYEE ENGAGEMENT
• Customized training programs
• Help people build trust, pride and camaraderie
• Develop high degrees of credibility in everything that we say and do
• Play hard, party hard
• Encourage community building
• Follow a good feedback and appraisal system
• Give everyone clear goals
• Maintain mentor-mentee relationships
• Follow shared responsibilities towards each other, client and the
franchisee
31. Why is employee engagement important?
• Engaged Employees Loyal Customers Bigger Profits.
• If the staff are motivated then the customers will be happy
• The shareholders will then benefit through the company's success.
EMPLOYEE ENGAGEMENT
32. • Notice each individual
• Say Thank-you, even a smile can make a big difference.
• Make staff feel respected and valued
• Share your experience and knowledge
• Be confidence about people.
• Be honest and trustworthy
• Don’t take personal credit for their success
• Create a blame-free culture
• Set developmental goals
• Make work fun!!
TOP 10 TIPS