The role of a supervisor in the workplace can have a profound influence on employees to determine how indivuals can improve on their performance, by evaluating indivuals in different circumstances. Austin (2013) claims that supervisors or leaders can have “concerns that the opportunism of one member might undermine achievement of the groups goal are common and legitimate. There is a need for the groups leader or leaders to exert influence over group members in a way that causes them to adhere to the spirit of their respective [leader]…there is a need for control of the group action” (p.213). Therefore, a supervisor can assist a poor performing employee by judging a certain situation and making respectable conclusions where there is opportunity …show more content…
Poppy and Grankko (2011) claim that indivuals who show “who do not consistently exercise the necessary job skills or who exhibit undesirable behavioural characteristics (e.g., antagonism, unproductive conduct, lack of professionalism) are considered underperformers. Such employees require an inordinate amount of time and energy to manage” (p.1). If employees are considered to show these attributes they are not performing to the standard and need to manage their performance to make sure they are meeting their needs of their goals in order to complete them. A structure should be implemented for the employee to make sure their performance and behaviour can be improved and benefit the organisation. Afterward, establishing tools for performance expectations such as probation periods implemented would help the indivuals not performing accordingly, to make sure they are avoiding the characteristics performed previously and applying productive performance and reaching goals and targets. As Poppy and Grankko state (2011) “..period and is used to assess the employee's attitude, performance, and overall fit with the department.2 Dismissal from the organization can occur at any point within this period if the new hire does not meet organizational and departmental expectations”(p.2). Hence, the period can be beneficial for the employee to adjust and develop improvements to make sure they are avoiding from receiving
Introduction What does it mean to be an effective supervisor? Before taking this class, I thought that if a supervisor is able get their employees to work effectively, and efficiently, then the person is an effective supervisor. I didn’t realize until taking this class that supervisors do so much more. After learning more about the other tasks supervisors do like planning, being effective listeners, and motivating employees, I have a better understanding of effective supervision. I am aware that I have had supervisory experiences.
McGregor has written two theories about human nature. Theory X basically assumes that people will do the least amount of work required of them. That they will need to be monitored and workers will need a set of rules for every employee to follow . There is also no incentive for them to go above their current job duty. Theory Y basically believes that if you give the employee the opportunity to do well the employee will take that opportunity and use it to the best of their abilities. They are able to set their own work goals and really strive to put their all into their career. They will be go getters that are responsible for their self and willing to do whatever the company needs from them. They will own up to any issue and trust that their co-workers will do the same (Larsson, Vinberg & Wiklund, 2007).
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
...ouse, 2016). Managers humbling themselves to make their employees comfortable at work by creating a learning environment usually results in a positive work environment. I have supervised employees with negative behaviors who wish to be left along to simply do their work with no desire to promote or be social. These are not necessarily bad employee but are employees who need the additional caution in their team placements. I use servant leadership as much as possible and where appropriate. I also ensure structure and integrity in the subordinate’s line of supervision are followed. Assisting is fine when coaching employees to better performance but as coaching occurs the level of coaching should progressively decrease with employee increased competence. When employee’s needs begin to affecting operations, I believe another style of supervision needs to be deployed.
The only determination they pertain to is to increase their productivity in order to get more money, but in due time this makes them traumatic and hostile. Undesirable employees have no interest in the work, soon the satisfaction is hard for them to achieve, leading to insufficient motivation.
Employees do not like to be told and supervised every step of their work, and they react to such management. Many employees prefer to have a level of autonomy and do certain tasks in a certain way that they want. However, when that freedom of act is taken away by a micromanager, employees become less productive because they see the rules by the manager as a barrier to performing their
...ehaviors will interrupt job performances and jeopardize the loss of funds. When an organization risks losing significant stakeholders it will not achieve its mission of delivering quality value. Organizations thrive to make all employees display productive behaviors because this produces an efficient and productive work environment. With a lack of influential behaviors employees tend to affect one another with low performances unbeneficial to clients and programs. An employee’s impressive behavior will contribute to the goals and objectives set by the organization.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Some of these concepts can be further expanded upon by sharing a recent personal experience by this essay’s author on the subject matter. A work team with long term negative work attitude challenges and unexceptional performance was transferred to this author’s scope of authority from another department in the organization. The work team was made up of three employees and a team supervisor. The team supervisor displayed attributes of a Theory X belief system and was very vocal about dislike for work. Holding true to Theory X leadership characteristics, staff on the team were closely monitored in all aspects of their daily activities by the supervisor in an autocratic manner. Cross training the staff in each other’s duties wasn’t a priority for the Theory X supervisor. Furthermore, the supervisor’s expectations of the group reaching high productivity standards and goals were
A number of companies deliberately give employees heavy workloads and tight deadlines to test their mettle — personnel are pushed hard to achieve “stretch” objectives and are expected to put in long hours (nights and weekends if need be). At most companies, senior executives and key personnel in underperforming units are pressured to raise performance to acceptable levels and keep it there or risk being replaced… To create a strategy-supportive system of rewards and incentives, a company must reward people for accomplishing results, not for just dutifully performing assigned tasks.
There are certain guidelines and standards that each employee should be aware of, and expected to follow. This is what is normally used to measure a person’s job performance. When not living up to these qualifications, an employee may a gentle reminder of his failure to comply. If held accountable for unacceptable behaviors, it will often turn this performance around. If not, after a certain amount of warnings, it becomes obvious that this person does not take his job very seriously, and therefore may be dismissed.
Due to all these factors managers have come up with different strategies to understand employees problems and to improve organizational behaviour by screening out the employee who does not suit the specific organizational culture, and specific job based on interest and experience instead of conventional approach. These steps are very utilitarian in ameliorating the employees over all job satisfaction, which in return lowers the absenteeism and employees turnover, thus benefiting the organisation in improving its services and products.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well
Human beings have been studied systematically and objectively for many years to determine if they are resistant to work or self-governing. In addition, managers who tend to utilize McGregor’s Theory X generally receive poor results from their employees. This report essay will address McGregor’s Theory X and Theory Y in contrasts to include how these theories benefit the criminal justice system. The sections that will be discussed are: Theory X, Theory Y, Behavioral Management Theories and conclusion.
Organizational discipline standards are a direct catalyst to the potential of the organization. When discipline levels are high and punishable incidents are low the organization has the potential to reach maximum efficiency. The burden of enforcing these standards lies on the appointed leaders, but it is responsibility of the employee to adhere to these standards. The influence of a disciplined employee can extend beyond their skill set and contribute to the success of the company. While an undisciplined but highly qualified employee will have the opposite effect and become the anchor holding the organization back.