In this case study I will be discussing the value of performance, behavior, and motivation in an organization referring to OB action case study. Furthermore, explain further the importance of the performance management cycle and increasing employee engagement. Lastly, I plan to better explain motivation and reinforcing positive behavior of employees from different methods including the use of intrinsic and extrinsic rewards, and positive reinforcement.
Julia Stewart holds all elements of the performance management cycle which is evident in her comments that include goal setting, feedback and coaching, and positive reinforcement. During her visit to the locations she integrates positive reinforcement and coaching in order for goals to be achieved
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Stewart’s effectiveness of the management system which incorporates participation of decision making, goal setting, and objective feedback, that is evident from the cited case study (Kreitner, 2015). For example when she consults with one of her top people on a plane, Stewart will ask question about their work, seeking that person’s expert opinion on a problem, and come up with a solution for the problem together. Additionally, as stated earlier in the case she recognized the proportioning skill of one employee and set that expectation as the targeted goal. Furthermore, practices objective feedback as expressed when commenting on the walk-in cooler recognizing the employee for a job well done as well as creating a learning experience pointing out what has been done correctly and what could be done better next time. Ultimately, Stewart is creating a culture on based on positive reinforcement and inclusion of her …show more content…
Therefore, in order to continually motivating employees through intrinsic rewards leading for choice and leading for progress would be better suited for lasting motivation once Stewart had left the restaurants. Leading for choice as defined in (Kreitner, 2015) in when managers lead for choice by empowering employees and delegating meaningful assignments and tasks. Empowerment is a factor that enables better performance through these mechanisms including appreciation, meaningful work, a happy and flexible work environment and a feeling of personal achievement which are powerful motivators. Ultimately empowering employees come from the top down therefore Stewart would have to teach and coach her managers on empowering her employees. Therefore, organization as a whole should create the culture of empowerment to have consistent good performance. Given these points motivation can have lasting effects through empowering employees which improves the employee commitment, creativity, productivity, satisfaction and motivation. Once managers have been given the skills to empower employees their might be a need for
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
The single most common workplace in North America is the closed-plan office, with 5 -6ft panels separating workers into cubicles. The term cubicle comes from the Latin term “cubiculum” which means, “Bed chamber.” 1 It was used in English as early as 15th century for small chambers, and for small rooms or study spaces with partitions that didn’t reach the ceiling.
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
Creating a structured environment and opportunities to apply what employee have learned and firmly delegate authority will lead viable outcomes in productivity. Managers utilizing situational leadership will have the platform to change their style to meet the workers’ needs and allow for growth and professional development to meet the operational needs.
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
Coaching is not an easy task and figuring out the best way to lead and guide employees can be overwhelming and challenging. Alex is now in a position where she has to be a motivator, leader, and a coach to several employees. She needs to understand the concept of coaching and the behaviors that go along with her coaching style. The concept of coaching helps develop and grow employees to achieve performance improvement, but it also helps the managers see how the employees embrace their job tasks and asses their results in comparison to the overall mission of the company (Bawany, 2015). Therefore, Alex needs to look back at her previous managers and determine what qualities and behaviors they possessed in order to improve her performance. Also, she must look at what personality traits James has and look at his previous managers to see which manager coached James to perform the best while working for the company.
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
The company motivates employees by providing “reward” and “engagement”. Reward is evaluating the employees properly and giving reasonable salary, and are divided into three parts:
Incentive reward engagement offers a win-win situation for the employees and the company. Kelleher believes that incentive is a form of recognition and builds engagement through company’s and employee’s obligations towards a common goal (2014). The company has a “Growth Incentive Scheme” for the production workers. Special monetary incentives are provided should the workers achieve the monthly output target. Through the rewards, employees feel motivated towards their work and thus, contribute towards the company’s
The coaching provided by a manager along with goal setting and feedback are an effective means to encourage employee growth and job satisfaction. I appreciated having a manager who believed in performance management. Unfortunately, he was the only manager I ever had who did this. For me this was a great opportunity for development. I was able to gain a deeper understanding of how my job fit into the strategies of the corporation. Even though I stayed in the same job my level of job satisfaction
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).
The gaining of the skills and information through performance management may increase pleasure and satisfaction through its influence on the person’s career path, self-worth, and the ability to learn and be proactive.
By monitoring employees our company can keeps track of an employee’s performance and evaluate that their outputs are in line with the company’s objectives and goals. Performance is measured within our business through questionnaires, on the job observations, assessments, and peer evaluations. The process used in measuring and improving employee’s performance is 360-degree feedback. This is measured by collecting information and ratings from supervisors, peers, and customers. Rewards and performance appraisals are used to incentivize. Providing timely recognition reinforces employees learning and acknowledges accomplishments. The outcomes of high performance of an individual should contribute to higher performance for the organization as a whole (Noe, R.A,2011, p.497). In order to have high performance organization employees must know the company 's goals and what they must do to achieve
Motivating employees is the inducing or indoctrinating them with enthusiasm or the urge to be diligent in their work. Additionally, it will lead to the espousing of the need to uphold harmonious relations between them. The ultimate depiction of a motivated workforce is their willingness to work. Subsequently, this leads to increase in employees’ performance output which in turn leads to increased output and turnover of the organization. Therefore, the inter-link between motivation of employees and the success of an organization is profound (Chaudhary & Sharma, 2012). It can be achieved through a variety of forms. The management has the primary role in motivating the employees. This is as postulated hereunder.
In conclusion, each segment of the performance management process holds a vital link to the next. Not unlike knocking over one domino in a series, it has an effect on the next domino. If one portion in the process is dysfunctional, the next may be identical in its dysfunction – and on and on.