1. Agenda Article reviews on Managing Termination
Review Your Learning – page 106
Test Your Knowledge – page 108
Chapter 6 – Motivation and Employee Development
Review Your Learning – page 106
1. D
2. A
3. B
4. B
5. C
Test Your Knowledge – page 108
Answers:
1. False 6. True
2. False 7. True
3. True True
4. True False
5. False

2. Motivation and Employee Development6
Hospitality and Restaurant Management
OH 6-2

3. Chapter Learning Objectives
Explain methods of motivating employees.
Identify ways to create a positive workplace.
Describe guidelines and processes for a harassment-free work environment.
Discuss basics of interpersonal communication.
Explain conflict resolution procedures.
Explain and conduct an employee performance appraisal.
Explain how to delegate responsibilities.
Instructor’s Notes
Indicate that these objectives (competencies) drive the information in the chapter and in this session.
Ask the following question, “What is motivation, and why is it important?”

4. What Is Motivation?
The incentive to get people in motion or get them moving in the right direction
High motivation usually occurs when there is great chance for advancement or the possibility of punishment.
Managers should discover ways to provide a work environment that encourages self-motivation.
Instructor’s Notes
Clarify the meanings of the two categories of motivational factors discussed on page 110 (there is an error in the text). The two motivational factors are “hygiene” factors, also called “maintenance” factors, and “motivators,” also called “satisfiers.” Hygiene factors (maintenance factors) include money, benefits, and work conditions. These factors do not cause satisfaction but cause dissatisfaction if they are not provided.
“Motivators” are factors that incite an employee to put out more effort and to have more enthusiasm for the job. If motivators (satisfiers) are provided, they motivate employees. Learning to motivate others to be excited about their jobs is an important role of a manager.
Note that a “motivational spectrum” illustrates examples of a wide range of situations that may affect an employee’s level of motivation.

5. Let’s Think about it…
Whenever a manager has to accomplish an organizational goal through staff, it is the staff’s motivation that is the greatest limiting factor.
What methods do you use to motivate others?
Is it through rewards or threats?
Which do you think works better?

6. The Spectrum of Motivation
Instructor’s Notes
Ask students to review Exhibit 6a on page 109. Note that these situations range from opportunities to survival.
Let’s see what motivates you…

7. Activity
Page 112 in the Competency Guide: What do people want from their jobs?
Take a couple of minutes to fill out the chart regarding what motivates you.
Weight the items assigning, 10 being the most important
Let’s look at the entire class as a group
Talley scores from the group
Indicate that there are many methods managers can use to motivate employees.

8. Motivational Methods Chart
Create sense of engagement.
Model appropriate behavior.
Maintain positive attitude.
Treat employees respectfully.
Encourage feedback and involvement.
Communicate regularly.
Empower staff.
Identify individual motivation factors.
Recognize high performance.
Instructor’s Notes
If practical, ask students to review Exhibit 6b on page 110 in the chapter to note tactics that illustrate each motivational method.
Ask the following question, “What do you think all employees expect from their managers?

9. Employee Job Expectations
Professionalism
Personal treatment
Work and task support
Instructor’s Notes
Employees respect managers who are professionals and who serve the interests of the customer and their staff members and who are concerned about leadership, excellence, honesty, integrity, and respect.
Personal treatment relates to the way that managers interact with staff and the value systems that govern their daily contact.
Employees require the necessary tools and resources needed to do their work while meeting standards.
Make the following statement, “Some basic theories explain why and how people are motivated.”

10. Motivational Theories
Theory X = people do not like to work and must be controlled and directed.
Theory Y = employees seek fulfilling work.
Process theories
Expectancy theory = motivation is a measure of how much people want something.
Equity theory = employees compare job inputs to outputs.
Reinforcement theory = behavior is influenced by positive reinforcement.
Instructor’s Notes
Since there is great diversity in the foodservice industry, employees have a wide range of work styles (personal characteristics). If managers can determine the extent to which factors such as achievement, social influence, and interpersonal orientation influence each employee, they can identify ways to motivate their staff.
Time constraints and high turnover rates impact the manager’s opportunity to build the professional relationship required to motivate individual staff members.
Make the following statement, “People are different, and they are motivated by different factors.”

11. Motivating Employees Is this manager motivating this employee?
Instructor’s Notes
This manager and the restaurant’s customers will benefit from the work of a motivated employee who wants to attain job standards.
What this manager does on a day-to-day basis (and does not do!) impacts this employee’s interest in consistently meeting job standards.
The challenge—to learn what factors motivate this (and all other) employees, so the manager can help make the job most attractive for the staff member.
Ask the following question, “What can a manager do to build a positive work environment?”

12. To Build a Positive Work Climate
Focus on employees.
Make an honest effort to meet employees needs
Be honest & upfront
Should avoid favoritism & nepotism
Assure open communication channels.
Celebrate successes and build teams.
Promote diversity and fairness
Instructor’s Notes
If employees feel valued and are involved in achieving the organization’s goals, they are likely to feel better about their workplace.
Creating a positive work environment that supports employees and that provides engaging work activities contribute to excellent individual and organizational performance.
Ask the following question, “What can a manager do to help build a positive work environment?”

13. Managers Influence the Work Environment
They must
Have patience
Maintain dedicated effort
Exhibit genuine concern
A good question to ask is, “How do I help or hinder the efforts of my staff when they are doing their jobs?”
Instructor’s Notes
Managers must set a positive example in their organization.
A good question to ask is, “How do I help or hinder the efforts of my staff when they are doing their jobs?”
Effective managers convey their own excitement about the work and, in the process, inspire their staff to attain organizational goals.
Make the following statement, “A positive work environment is one that respects and provides equal treatment for all employees.”

14. Sexual Harassment Must Be Avoided
Any unwelcomed sexual advancement, request for sexual favor, or any conduct of a sexual nature
A hostile work environment occurs when questionable behaviors are frequent, severe, and pervasive.
Examples include use of ethnic or racial slurs and other verbal or physical conduct related to a person’s race, color, religion, or medical condition.
Instructor’s Notes
Sexual harassment is illegal.
Millions of dollars in court settlements have been awarded to male and female employees from companies whose managers were accused of sexual misconduct or treatment.
There are other forms of harassment and discrimination addressed in U.S. civil rights laws. Examples include use of ethnic or racial slurs and other verbal or physical conduct related to a person’s race, color, religion, or medical condition.
It is important that companies implement an effective harassment-free workplace policy.

15. Harassment-Free Workplace Policy
Purpose—To adopt a preventive approach that acknowledges mutual respect for all employees
Policies indicate the company’s expectations.
Policies indicate how complaints will be managed.
Page reviews guidelines often used in complaint resolution process.
Instructor’s Notes
If practical, note that the chapter (page 122) provides a list of statements that are typically included in a company’s harassment-free workplace policy.
If practical, indicate that the text (pages ) reviews guidelines often used in a complaint resolution process.
Make the following statement, “Managers can do much to create a positive atmosphere to help prevent harassment.”

16. Creating a Harassment-Free Workplace
Use company-wide policies that are closely followed and begin the proper emphasis during orientation.
Train managers and employees to follow guidelines.
Model positive behavior.
Emphasize a “zero-tolerance” environment.
Instructor’s Notes
Managers are key to developing and sustaining a respectful workplace.
Staff take clues from their managers about acceptable and unacceptable behavior.
Organizational policies set the stage for proper work environment.

17. What Kind of Workplace Is This?
Is this a good place to work?
Instructor’s Notes
Ask the following question, “What kind of a workplace is this?” It may not be possible to tell from looking at the photo. However, the employees know, and their knowledge and experiences impact their work efforts.
Restaurant work is not easy and, while managers have many responsibilities, none is more important than assuring that the workplace is mutually respectful.
Ask the following question, “Before continuing, to the next topic, how would you answer these questions?”

18. How Would You Answer the Following Questions?
Money is the best motivational incentive for most employees. (True/False)
Theory _______ suggests that employees accept and seek work.
Managers must demand three things of themselves to create a positive work environment: _______, _______, and _______.
Development of and compliance with a comprehensive and strict harassment _______ is a useful management tactic.
Instructor’s Notes
False
Theory Y
Patience, dedication, and concern
Policy
How does ‘interpersonal communication’ differ from other communication?

19. Interpersonal Communication
Differs from other forms of communication:
There are usually only a few participants involved
The individuals are in close proximity to each other and feedback is immediate
Your interpersonal communication is critical to creating a positive and respectful workplace
Definition is on the exam
Note that restaurant managers must have strong interpersonal skills.

20. Purposes of Effective Interpersonal Communication
To improve interactions with others
To better understand what others say
To establish an identity with a person
To fulfill interpersonal needs
Additional Thoughts:
Recall that good managers attempt to discover factors that will motivate an employee to perform well on the job. Effective use of interpersonal skills is a great way to do this.
Ask the following question, “What factors affect interpersonal communication?”

21. Two Factors Affect Interpersonal Communication
What a manager does
Managers should show empathy to employees who are having personal challenges
Empathy is the act of identifying with the feelings, thoughts, or attitudes of another person.
Actions speak louder than words
What a manager says
Instructor’s Notes
The importance of role modeling has already been noted and should be emphasized here. (definition on the exam – added above)
Managers must remember that how a person receives a message affects the outcome of the communication.
Interpersonal communications are improved when managers respect their employees’ views and opinions.
Consistent efforts to yield effective interpersonal communication are necessary.

22. Interpersonal Communication
The on-going professional relationship between the manager and employee is critical.
Instructor’s Notes
While the relationship between this manager and employee cannot be fully determined in a “snapshot,” this photo illustrates the respect and professionalism that must be consistently used even when restaurant operation is busy.
Ask the following question, “What opportunities are available for interpersonal communication to occur on the job?”

23. Forms of Interpersonal Communication
Casual conversation
Job performance feedback
Counseling sessions
Coaching
Let’s look at Exhibit 6K, page 128: Approach to Handling Constructive Feedback
Instructor’s Notes
A friendly environment can increase the employees’ trust.
The use of feedback is the easiest and fastest way to convey positive values and support.
Note: Feedback can be positive or can relate to the need for improved employee performance.
Verbal counseling can range from on-the-job comments to formal meetings.
Coaching is done to provide guidance, to suggest clear directions, and to provide more training.
Even when the best motivational tactics are used, conflict resolution may sometimes be necessary.

24. Role of Written Communication
Written and electronic communication can also be used to develop employee-manager relationships
Thank-you notes, short positive messages for encouragement
Letters that are copied to higher-level bosses
Employee surveys that measure whether positive values are being communicated to employees

25. Conflict Resolution
Processes to encourage problem resolution without a formal grievance
Conflict resolution tactics
Negotiation
Mediation
Arbitration
Instructor’s Notes
Review the tactics included in a process to resolve conflicts (page 131 – exhibit 6I):
Acknowledge the issue.
Evaluate the situation.
Interview each person separately.
Create an agenda for a meeting.
Conduct the meeting.
Use collaboration techniques.
Document the agreement.
Discuss next steps.
Follow-up on the agreement.
Definition of Arbitration is on the exam
Note that mediation is the most preferred treatment for conflict resolution.

26. Meditation Tactics
Process in which a neutral third party facilitates a discussion and negotiates an agreement
Can result in a win-win compromise
Focuses on identifying misunderstandings
The mediator assures that both parties abide by the solution.
Instructor’s Notes
Conflicts hinder the teamwork that is so important in a successful restaurant operation.

27. Conflict Resolution continued
Teamwork is important in the restaurant business, and there is no place for continued conflict.
Instructor’s Notes
Customers are best served when employees focus on serving them rather than on thinking about “who’s right” and “who’s wrong” during an on-the-job conflict.
The discussion earlier in this session about management tactics to provide a respectful work environment can also help to reduce the incidence of conflict.
Let’s do some role playing

28. Mediating a Misunderstanding
Activity page in the Competency Guide
You will be divided into groups of three. Decide who will play the role of the mediator and who will play the employees involved in the conflict. Take about five minutes to become familiar with the facts regarding your role.
Follow process listed
Employees want to know how their managers view their on-the-job performance; effective performance appraisals help to do this.

29. Employee Performance Appraisals
Are an integral part of developing staff
Review past performance.
Establish new goals.
Consider job-related issues.
Address career development.
Document performance.
Instructor’s Notes
Performance appraisals focus on three areas:
Performance (not personalities)
Relevant issues and facts (not subjective feelings)
Consensus and agreements about opportunities and goals
Note that the appraisal process is cyclical.

30. The Performance Appraisal Process
Instructor’s Notes
Effective managers avoid problems by conducting frequent and effective performance appraisals.
Talking about performance and the future improves the relationship between the manager and employee.
Several steps are useful in managing an employee performance appraisal.

31. Steps in Employee Performance Appraisals
Step 1 – Schedule the meeting.
Step 2 – Prepare the appraisal.
Step 3 – Conduct the meeting.
Step 4 – Gain agreement.
Step 5 – Develop a plan.
Instructor’s Notes
If practical, note that the chapter (page 136) provides a checklist of activities that are important when managing employee performance appraisals.
Suggest that special tactics are required when discussing performance problems.

32. Addressing Negative Performance
Eliminate any misunderstandings.
Quantify what is expected of the employee.
Describe exactly when improvement is expected.
Instructor’s Notes
Stress that the manager and the employee are “partners” in problem-solving efforts to improve performance.
The employee should acknowledge in writing the need for improvement and the potential consequences for not doing so.
Indicate that delegation is the most important tool that a manager can use to assure that time will be available for all priority management tasks.

33. Delegation Skills Are Important
The process of working with and through others to complete a task or project
Two questions to ask
“What can be delegated?”
“To whom should I delegate?”
Instructor’s Notes
Tasks that are most conducive to delegation include
Fact-finding tasks
Detailed work
Repetitive tasks
“Standing in for you” tasks
Tasks involving more responsibility that evolve from performance appraisal sessions
Indicate that there are four basic steps in the delegation process.

34. Steps in Delegation Process
Step 1 – Preparing
Select the task, clearly define, create a checklist, outline results & anticipated resources
Step 2 – Planning
Describe the assignment in detail and determine the level of involvement that the chosen employee is to handle, discuss the level of authority or responsibility the employee will have
Instructor’s Notes
Indicate that there are several levels of delegation that determine how much involvement an employee can handle. If practical, note that these are discussed on page 141 in the chapter.
After a task is delegated, the manager must monitor the situation and discuss any adjustments to the original plan that may be needed.

35. Steps in Delegation Process
Step 3 – Executing
Manager turns the project or task over to the employee, determine how to resolve issues or changes, give feedback and encouragement to the employee
Step 4 – Assessing and appreciating
Determine if task has been completed, acknowledge the employee’s efforts (which provides motivation for future projects)
Instructor’s Notes
Indicate that there are several levels of delegation that determine how much involvement an employee can handle. If practical, note that these are discussed on page 141 in the chapter.
After a task is delegated, the manager must monitor the situation and discuss any adjustments to the original plan that may be needed.
Let’s look at an opportunity …

36. Activity page 142 Dealing with Jana
Would someone please read the scenario?
Let’s discuss
Ask the students to answer the following questions.

37. How Would You Answer the Following Questions?
A manager’s _______ often speak louder than a manager’s words.
_______ is the most preferred method for conflict resolution.
_______ (not personalities) should be considered during performance appraisals.
What are the two critical questions to ask as delegation decisions are made?
Instructor’s Notes
Actions
Mediation
Performance
“Who” and “What”
Note: Indicate that the last part of this discussion will provide a review of definitions for the key terms used in the chapter.

38. Key Term Review Affection Arbitration Conflict resolution Control
Delegation
Empathy
Favoritism
Instructor’s Notes
Affection—need to develop relationships with people as individuals and as group members
Arbitration—process in which a third party listens and reviews facts and makes a decision to settle a conflict
Conflict resolution—wide range of processes that encourage solutions to problems that do not require formal grievance steps within a organization
Control—the need to exercise leadership and apply authority over others
Delegation—process of working with and through others to complete a significant task or project
Empathy—act of identifying with the feelings, thoughts, or attitudes of another person
Favoritism—being unfairly partial to one or more employees
Indicate that there were additional key terms discussed in the chapter.

39. Key Term Review continued
Inclusion
Interpersonal communication
Mediation
Motivation
Motivators
Negotiation
Nepotism
Instructor’s Notes
Inclusion—need to feel part of a group
Interpersonal communication—communication that involves only a few participants who are in close proximity to each other and when feedback is immediate
Mediation—process in which a neutral third party facilitates a discussion of different issues and negotiates an agreement
Motivation—incentive to get people in motion or get them moving in the right direction
Motivators—factors that incite employees to put out more effort and enthusiasm for their job
Negotiation—discussions between involved people with the goal of reaching an agreement that both can accept
Nepotism—favoritism that results from a manager providing special assignments or promotions to a relative
Indicate that the next slide lists the final key terms used in the chapter.

40. Key Term Review continued
Personal treatment
Professionalism
Satisfiers
Self-disclosure
Sexual harassment
Standard
Work styles
Instructor’s Notes
Personal treatment—the way in which managers interact with staff and the value system that governs their daily conduct
Professionalism—term applying to persons who can demonstrate exceptional industry skills and knowledge and who consistently conduct themselves with high standards
Satisfiers— factors that, when present, incite an employee to put out more effort and enthusiasm for his or her job; also called motivators
Self-disclosure—strategy to share information that the receiver would not normally know
Sexual harassment—any unwelcome sexual advance, request for favors, or any conduct of a sexual nature
Standard—simply stated criteria used to determine whether a goal has been met
Work styles—personal characteristics that are work-related

41. Next week Article review of Motivation and Employee Development
Read Chapter 7: Win-Win Scheduling Practices