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2. Learning Objectives State the reasons for having a structured orientation program for new employees. List the components of new employee orientation programs. Describe the purpose of using an orientation checklist. Differentiate between organizational orientation and orientation to the job.

3. © 2006 Thomson-Wadsworth Learning Objectives Describe the purpose of in-service training programs. Differentiate between in-service training and continuing education. Describe ways in which employees are supported in continuing education endeavors. State the reasons for conducting performance appraisals.

4. © 2006 Thomson-Wadsworth Learning Objectives Describe how performance appraisals are conducted. List the characteristics of effective compensation programs. Identify the relationship between motivation and compensation. Differentiate among components of compensation packages, including merit increases, cost-of-living adjustments, single pay rates, and pay for performance.

5. © 2006 Thomson-Wadsworth Learning Objectives Discuss non-monetary methods of motivating employees. Describe the relationship between motivation and job mobility.

6. © 2006 Thomson-Wadsworth Employee Orientation Orientation –The process of introducing a new employee to an organization, job, and work unit. Orientation to the job –Outline of the day –Introduction to staff –Tour of the workplace –Guidance in use of equipment –Explanation of duties

7. © 2006 Thomson-Wadsworth Employee Orientation Orientation to the job –Written job analysis/job description may be provided –Mentor - A person whom one with less experience may consult for advice and guidance. –Orientation Checklist - A document that lists all of the items that are to be accomplished or introduced during a new employee orientation.

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9. Employee Orientation Orientation to the organization –May be conducted individually or in groups –Introduction to organizational philosophy/mission

10. © 2006 Thomson-Wadsworth Employee Orientation Orientation to the organization –Explanation of benefits package –Tour of entire facility –Orientation Packet - An information packet handed out during an orientation that may include such items as information on benefits, a map of the facility, a list of commonly used telephone numbers and Internet addresses, a copy of the organization chart, and so on.

11. © 2006 Thomson-Wadsworth In-Service Training In-Services - Educational activities that are designed to update and introduce employees to new issues or topics pertinent to their jobs and organization, or to review and refresh employees on material that is already known. They usually occur at the workplace and during work hours.

12. © 2006 Thomson-Wadsworth In-Service Training Two general types: –Brief work-related training sessions that occur in the workplace –Longer, more extensive training sessions that require time off from duties and often occur off-site

13. © 2006 Thomson-Wadsworth In-Service Training Off-site in-services are often used to introduce new things Employees may earn educational credits Off-site in-services may be presented by specialists trained in conducting such events

14. © 2006 Thomson-Wadsworth Continuing Education Continuing Education - Educational activities that are conducted by an external organization and that take place outside of the workplace. ex: trade shows, educational workshops or seminars, college or university courses

15. © 2006 Thomson-Wadsworth Continuing Education May be subsidized in several ways: –Paid days off to attend courses/events paid for by employee –Payment of course/event costs by employer –Tuition reimbursement for college/ university courses

16. © 2006 Thomson-Wadsworth Performance Appraisal Performance Appraisal - A tool used by managers to evaluate personnel and to help employees identify their strengths as well as areas that need improvement.

17. © 2006 Thomson-Wadsworth Performance Appraisal

18. © 2006 Thomson-Wadsworth Performance Appraisal Timing is often specified by organizational policy Usually, a standard evaluation document is completed –Deals with whether employee met goals established at previous interview –ex: Figure 2.2 Performance Evaluation for a Diet Clerk Manager meets with employee to discuss documents

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24. Compensation Issues Merit Increases –Pay raises that are based on employee performance. –These raises change the base pay rate permanently. –Often, a position has a salary range to accommodate incremental merit increases.

25. © 2006 Thomson-Wadsworth Compensation Issues Cost of Living Adjustments (COLAs) –Pay raises that are based on inflation rates and are used to keep an employee’s purchasing power intact despite economic changes over time. –These raises change the base pay rate permanently.

26. © 2006 Thomson-Wadsworth Compensation Issues Single rate systems –Single Rate - Pay raises that are universal and given to all employees either on an anniversary date or on an annual basis. –It rewards employees equally, as long as their work falls within the standard range. –This pay increase results in a permanent adjustment in the base pay rate.

27. © 2006 Thomson-Wadsworth Compensation Issues Pay for Performance –Incentive pay programs that may be used alone or in combination with other compensation plans to reward employees based on performance. –These are one-time incentives that do not change the base pay rate.

28. © 2006 Thomson-Wadsworth Compensation Issues Pay for Performance –Annual Bonus - One type of pay for performance that is earned at the end of the year for outstanding performance during that year. It usually results from meeting a pre-established goal. This is a one-time bonus that does not change the base pay rate. –Variable Pay - A compensation plan in which an employee receives a base salary or hourly wage and then an added bonus based on performance.

29. © 2006 Thomson-Wadsworth Compensation Issues Pay for Performance –Cash Award - A pay for performance plan that awards cash to employees for being creative, innovative, helpful, or just good citizens. It is usually a one-time award. –Employees may also be awarded for skill development.

30. © 2006 Thomson-Wadsworth Nonfinancial Incentives Special parking place News release Certificates, plaques, trophies

31. © 2006 Thomson-Wadsworth Nonfinancial Incentives Workplace displays recognizing group achievements –ex: drawing of thermometer to represent sales goals and progress Verbal praise Additional training in the workplace Departmental subscriptions to journals Openness to staff suggestions

32. © 2006 Thomson-Wadsworth Job Mobility Job Mobility - The ability of an employee to change jobs. Moves can be downward, upward, or lateral within an organization, or to another organization. Downward Mobility - When an employee reverts to a previous or lower position in an organization.

33. © 2006 Thomson-Wadsworth Job Mobility Upward Mobility - When an employee is promoted to a higher position in an organization. Lateral Move - When an employee takes a new position at the same organizational level as the former position. –This is sometimes done so the employee can learn new skills.

34. © 2006 Thomson-Wadsworth Conclusion New employees need to be welcomed into an organization with an orientation both to the job and to the organization itself. Employee development includes both internal programs, called in-services, and continuing education opportunities outside of the organization.

35. © 2006 Thomson-Wadsworth Conclusion Performance appraisals are an effective tool for managers and employees to evaluate performance and to set goals for future development. Organizations use different kinds of compensation programs to motivate employees to perform well and to reward them for good performance or longevity.

36. © 2006 Thomson-Wadsworth Conclusion Compensation programs should be competitive, allow for employee growth, be well defined, and be equitably administered. Nonfinancial motivational tools, though not always as effective as financial ones, can be used as a substitute for, or in conjunction with, financial incentives.

37. © 2006 Thomson-Wadsworth Motivation in a Union Environment Unions: –Negotiate Wages and differential wages, Work hours, Insurance benefits, Workman’s compensation, Paid time off, and Working conditions

38. © 2006 Thomson-Wadsworth Motivation in a Union Environment Unions: –Define What constitutes the worker’s jobs, which can only be done by union members, and What constitutes management jobs that cannot be done by represented employees The results are finalized as a contract that usually lasts for a specified period

39. © 2006 Thomson-Wadsworth Motivation in a Union Environment Motivational tools available to management are limited by the contract(s) Creative motivation –Conduct thorough, timely performance appraisals –Nonfinancial programs ex: "Employee of the Month" –Verbal praise