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Foundations of Effective Employee Performance

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Presentation on theme: "Foundations of Effective Employee Performance"— Presentation transcript:

1 Foundations of Effective Employee Performance
Chapter 4 Foundations of Effective Employee Performance

2 Learning Objectives After completing this chapter, you should be able to: • Describe special concerns when an entry-level employee is promoted to a supervisory position. • Explain basic employee motivation strategies. • Describe procedures for building and maintaining effective teams. • Discuss the development and management of employee recognition and incentive programs.

3 The Role of Supervisor

4 The Transition to Supervisor
Changing the Focus Managing Employee Relationships Gaining Experience

5 Employee Motivation Basics

6 Make a Good First Impression
Maintain a Professional Workforce Supervise Effectively Plan for Success Help Employees Be Successful Be a Role Model

7 Communicate a Consistent Message
Acknowledge Employees Express Appreciation Share Information Express Interest Involve Employees

8 Team Building Types of Work Teams Simple Teams Relay Teams
Problem-Solving Teams

9 Building Effective Teams
Developing Team Goals Types of Team Goals

10 Team-Building Issues

11 Employee Recognition and Incentive Programs
Planning Successful Programs Goals and Parameters Implementing the Program Rewards and Celebration

12 Evaluating the Program
Examples of Incentive Programs Service Awards Sales and Productivity Awards Customer Satisfaction Awards Safety Awards Longevity Awards

13 1. Describe special concerns when an entry-level employee is promoted to a supervisory position.
New supervisors often face challenges, such as confusion between working and leading, knowing when to assist with tasks, and interacting in the new relationship. Supervisors must develop trust and respect with team members. This involves being an effective communicator and being consistently honest and fair. Experience helps supervisors better meet their responsibilities.

14 2. Explain basic employee motivation strategies.
Motivation is an inner drive, but supervisors can create conditions that employees typically find motivating, including making a good first impression and maintaining a professional workforce. They also support a culturally diverse workplace. Supervisors should direct the work of their employees as they would like to be supervised. They prepare for success by providing a clear vision and making plans. They help employees succeed as they develop ongoing training opportunities and review employees’ work. They know that appreciation is a powerful motivator. Supervisors serve as role models. Their own behavior and attitude set the tone for the department.

15 Supervisors demonstrate an interest in employees as individuals.
2. Explain basic employee motivation strategies continued… They communicate a consistent message about what employees should do and how. Strategies to encourage a motivational environment include acknowledging employees and expressing appreciation. Sharing information and involving employees in problem solving are also important. Supervisors demonstrate an interest in employees as individuals. Employees who are involved in planning and decision making know they are valuable.

16 3. Describe procedures for building and maintaining effective teams.
Members of simple teams have similar work. Relay teams interact with each other, as when servers take orders and cooks produce them. Problem-solving teams work together to resolve problems. The best way to build teams is to maintain an environment in which employees can work together effectively. Good team leaders use several tactics including the use of interpersonal skills, allowing team members to make decisions, and creating an environment to reduce turnover and use available resources. Effective teams know their establishment’s mission and their role. They develop carefully planned goals focused on team functioning, information flow, specific assignments, and necessary resources.

17 If simple teams are not performing, more training may be required.
3. Describe procedures for building and maintaining effective teams continued… Teams cannot be effective if supervisors use a poor management style, high turnover exists, or teams fail to focus on goals. If simple teams are not performing, more training may be required. When a relay team has problems, employees should be reminded that their work affects the entire team. If problem-solving teams are ineffective, corrective procedures are used and conflicts resolved.

18 4. Discuss the development and management of employee recognition and incentive programs.
Employee recognition programs provide a way to publicly express appreciation. Incentive programs encourage employees to meet specific goals by offering a reward. Planners should determine what motivates their employees and what resources are available to reward the employees. They must also determine what behaviors or accomplishments should be recognized, determine the specific rewards for specific behavior and results, and communicate the recognition and incentive program information to the employees. Those planning recognition and incentive programs must also determine time frames and program rules and results.

19 4. Discuss the development and management of employee recognition and incentive programs continued…
They must also decide how those who achieve program goals should be determined, and how the effectiveness of the program will be evaluated. It is also important to continuously implement other recognition and incentive programs based on the evaluation results. Examples of incentive programs include awards for service, sales and productivity, customer satisfaction, safety, and longevity.

20 Key Terms: Benefits Compensation other than wages or salary, which may include meals, uniforms, educational assistance, health care, vacation, and sick leave. Career ladder A plan that explains how job advancement may occur. Compensation All of the financial and nonfinancial rewards given to employees for their work. Continuous quality improvement (CQI) A management philosophy that emphasizes that most work processes can be improved. Cross-functional team A special type of problem-solving team, composed of members representing different departments who work together. Diversity The concept that people are unique with individual differences and variations in race, ethnicity, gender, socioeconomic status, age, and physical abilities, among others. Employee incentive program A program designed to encourage employees to meet specified goals by offering some kind of reward.

21 Key Terms continued: Employee recognition program A program that provides a way for establishments to publicly express appreciation for employees, or to acknowledge and celebrate them as individuals. Entry-level employee An employee who works in a position that requires little experience and has no supervisory duties. Esteem needs Needs that focus on how people feel about themselves and how they think others feel about them. Fast-track employee An employee who meets work requirements in his or her present position and participates in a professional development program that allows the employee to advance quickly in the operation. Harassment Unwanted and annoying actions by one or more persons, including threats or demands. Income statement A summary of an operation’s profitability that shows revenues generated, expenses incurred, and profits or losses realized during a specific accounting period.

22 Key Terms continued: Maslow’s hierarchy of needs A theory that people have five basic needs that typically arise in a certain order; when one need is fulfilled to the extent desired by the person, he or she is motivated to fulfill the next need. Open-ended question A question that encourages a response that exhibits a person’s knowledge or feelings. Physiological needs The most basic physical needs, such as food, water, air, and sleep. Pre-shift meeting A short employee meeting held before the work shift begins to discuss plans and details and sometimes present brief training information. Role model A person who performs in a way that meets the standards expected for employees’ behavior. Safety needs The needs for people to feel safe and secure, such as having a safe work environment.

23 Key Terms continued: Self-actualization The drive to do the very best that one can do. Social needs The needs of people to interact with others. Stakeholder Someone who can impact or be affected by the actions of the work team. Work team A group of employees who cooperate on the job to attain objectives and who hold themselves accountable for their success. Zero tolerance A policy that allows no amount or type of harassing behavior.

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