Learning Objectives After completing this chapter, you should be able to: Explain principles to help employees become motivated. Review procedures for planning and implementing employee development programs. State procedures helpful in maintaining a positive workplace. Describe basic coaching practices.
Learning Objectives continued: After completing this chapter, you should be able to: Identify ways to manage conflict. Explain procedures for conducting effective performance appraisals.
Chapter 4 Leaders Facilitate Employee Performance MOTIVATING EMPLOYEES The Importance of Motivated Employees Maslow’s Hierarchy of Needs Motivation Concepts
Chapter 4 Leaders Facilitate Employee Performance Herzberg’s Two-Factor Theory
Steps 4 and 5: Monitor Progress and Evaluate the Plan Steps 6 and 7: Celebrate and Maintain Success
Chapter 4 Leaders Facilitate Employee Performance MAINTAINING A POSITIVE WORKPLACE ENVIRONMENT Focus on Employees Maintain Open Communication Building a Positive Workplace Environment Celebrate Success and Build Teams Promote Diversity and Fairness
Chapter 4 Leaders Facilitate Employee Performance More about the Manager’s Role Ensuring a Fair Workplace
Chapter 4 Leaders Facilitate Employee Performance Employer Liability for Harassment Sexual Harassment
Chapter 4 Leaders Facilitate Employee Performance THE LEADER AS COACH The Coaching Process
Step 2: Conducting the Meeting Step 3: Closing the Meeting and Following Up Discussing Performance Problems
Chapter 4 Leaders Facilitate Employee Performance - Summary 1. Explain principles to help employees become motivated. Motivation is the process of giving employees a reason to do something. Motivated employees promote teamwork, make suggestions, and are interested in their jobs. Effective managers know about and learn to meet their employees’ expectations. There are many ways managers can encourage motivation, and most center on recognizing the value of employees and treating them respectfully.
Chapter 4 Leaders Facilitate Employee Performance - Summary 2. Review procedures for planning and implementing employee development programs. Managers should work with employees to help them improve their performance and gain the knowledge and skills required for future positions. The process involves setting development goals, identifying development opportunities, approving and implementing the plan, and monitoring and evaluating its progress.
Chapter 4 Leaders Facilitate Employee Performance - Summary 3. State procedures helpful in maintaining a positive workplace. Managers who maintain a positive workplace establish the groundwork for effective motivation. They focus on employees, maintain open communication channels, and celebrate success. They also build teams, promote diversity and fairness, and ensure a fair workplace by prohibiting any type of harassment.
Chapter 4 Leaders Facilitate Employee Performance - Summary 4. Describe basic coaching practices. Coaching involves informal efforts to improve performance. Effective managers compare actual to expected performance. Then they reinforce positive performance publicly and correct negative performance in private. The coaching process is ongoing as managers monitor the work of staff.
Chapter 4 Leaders Facilitate Employee Performance - Summary 5. Identify ways to manage conflict. Typical conflicts occur because of personality clashes or disagreements about work situations. Procedures to resolve conflicts involve identifying the conflict and all persons involved, along with their feelings about the situation. Then managers should determine facts, develop a resolution that meets the needs of all parties, and communicate and document the resolution, following up as necessary.
Chapter 4 Leaders Facilitate Employee Performance - Summary 6. Explain procedures for conducting effective performance appraisals. Employee appraisals help managers discuss past performance, establish new performance goals, discuss job-related issues, and talk about employee development programs. The process involves meeting preparation, conducting and closing the meeting, and following up as necessary. Managers may also discuss performance during informal coaching sessions or in special conversations.
Chapter 4 Leaders Facilitate Employee Performance Key Terms: Arbitration A process in which a neutral third party listens and reviews facts and makes a decision to settle a conflict. Coaching An informal process that reinforces positive job performance and corrects negative performance; it involves considerable listening skills, patience, and focus. Conflict resolution Processes that encourage finding solutions to problems before more formal grievance procedures are needed. Cross-training Training an employee to do work that is not normally part of his or her position. Discrimination Treating persons unequally for reasons that do not relate to their legal rights or abilities. Employee development program An organized series of actions planned to expand an employee’s skills and knowledge. Esteem needs Needs that focus on how people feel about themselves and how they think others feel about them.
Chapter 4 Leaders Facilitate Employee Performance Key Terms continued: Harassment Unwelcome conduct based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability, or genetic information. Herzberg’s two-factor theory A theory that identifies two different sets of factors that can motivate ( motivation factors ) and demotivate ( maintenance factors ) employees. Hostile environment (sexual harassment) An environment that is sexually demeaning or intimidating (creating fear). Incentive A factor such as recognition or wanting to be part of a group that makes employees act in ways that help them reach personal goals. Maintenance factor (two-factor theory) Things that, if not taken care of, can make employees unhappy and prevent them from doing a good job.
Chapter 4 Leaders Facilitate Employee Performance Key Terms continued: Maslow’s hierarchy of needs A theory that identifies five basic human needs, which typically arise in a certain order. As soon as one need is fulfilled to the desired extent, a person is motivated to fulfill the next need. Mediation A process in which a neutral third party facilitates a discussion of difficult issues and makes suggestions about an agreement. Motivation The process of providing a person with a reason to do something. Motivation factor (two-factor theory) Things that motivate people. Motivation factors can be personal and difficult to measure. Negotiation A discussion between involved persons with the goal of reaching an acceptable agreement. Personnel file A file that is maintained for each employee and contains confidential documents including employment application, emergency contact form, disciplinary action history, and current personal information.
Chapter 4 Leaders Facilitate Employee Performance Key Terms continued: Physiological needs Needs that relate to the body and include food, water, air, and sleep. Progressive discipline A process that involves a series of punishments that become more serious as unacceptable performance continues. Quid pro quo (sexual harassment) Sexual harassment that occurs when one person asks for or expects an action of a sexual nature from another person in return for that person’s employment or advancement. Safety needs Needs concerning those things that make people feel secure or keep them safe. Self-actualization The drive to do the very best that one can do, which can make people push themselves, learn new things, and be creative. Sexual harassment Unwelcome behavior of a sexual nature that interferes with an employee’s job performance.
Chapter 4 Leaders Facilitate Employee Performance Key Terms continued: Social needs Needs that involve interaction with others, including love, belonging, and friendship. Zero tolerance A policy that allows no amount of harassing behavior.