Showing posts with the label employee performance

Is Your Best Performer Pathological or "Driven"?

High performers are welcome in any business and people who consistently meet their performance objectives are likely to be promoted over those who do n’t. Some employees are so "driven" they spend every waking moment accomplishing their career goals and soon become budding stars . Is your best performer "driven" or is there something else going on ? Driven people are highly motivated and focused on their goals . They make compromises in their life to reach those goals . There are times when they make mistakes and make a wrong choice , but ultimately they continue on the right path . They believe that through persistence and hard work they can obtain what is important to them. Pathological workers may also show high drive toward their goals and similarly make mistakes . However , they also carry with them other traits such as hostility , risk-taking , deceitfulness, callousness,

Including Emotional Intelligence In the Real Estate Profession

Emotional intelligence may be the primary difference between those that are successful and those that are not. High emotional intelligence has been touted as an important predictor of a person's ability to master their environment from an emotional standpoint and continue to work on their goals through effectively engage those around them. The higher the emotional intelligence the capable the person is at understanding themselves and others. The following presentation offers insight from Dr (s) Swanson, Hamilton and Zobisch into the very real benefits of developing higher emotional intelligence among real estate professionals: Establishing Best Practices for including Emotional Intelligence in the Real Estate Professionals from AC Swanson Group

Are Satisfied Employees Less Willing to Help Others?

Organizations can be regarded as a system of relationships between individuals. Social exchange theory (e.g. Cropanzano & Mitchell, 2005) provides a general framework to understand these relationships, arguing that positive interactions are likely to increase cooperation among individuals in organizations. While there is much information about how cooperative relationships evolve, far less is known about how these relationships affect each other. Now, taking into account that employees have multiple relationships as they are dealing with coworkers and with supervisors, the question is whether cooperation in one direction may affect cooperation in the other.  From an organizational perspective, career systems may be viewed as a means to create cooperative relationships with employees. At the same time, however, they can reduce cooperation among coworkers as they will compete for higher positions. This mechanism was found in a study among Dutch organizations: the more satisfied emp

Conference: Legal & Effective Discipline & Documentation

In our litigious society, it has become more and more important for supervisors to know how to document and discipline employees to avoid law suits and manage employee performance effectively. “ If It Wasn’t Documented It Didn’t Happen: Legal & Effective Discipline & Documentation ” on Tuesday, January 28, 2014 . Areas covered in the topic Analyzing poor work performance & help employees turn it around Avoiding the negative consequences of inadequate documentation & discipline Utilizing the range of disciplinary options. Responding quickly and appropriately to common disciplinary infractions Keeping a legal Performance Log Distinguishing between subjective and objective documentation Working with employees to develop Performance Improvement Plans How to write a performance improvement plan Filling out formal HR disciplinary paperwork Protecting yourself and your organization from legal landmines And much more!!  Excl

The Hawthorn Effect and Humanistic Performance Improvements

Focusing on the human elements can help in improving organizational performance. The Hawthorne studies have helped to understand the nature of performance improvement and social expectations within the workplace. The creation of higher effort often requires change and then solidifying that change through new social expectations.   Focusing on people encourages them to perform at higher levels.  The Hawthorne Effect is a concept of reactivity where people improve their performance because they are being singled out and made to feel important and not as a direct result of actual experimental manipulation.   The phenomenon was first experienced at the Bell Telephone Western Electric manufacturing plant in 1924 Chicago by Henry A. Landsberger.   The plant employed over 29,000 people and developed an industrial research center to improve morale and productivity (Brannigan,   & Zwerman, 2001).  The primary benefit of the study is that it furthered the argument that organiza

Using Path-Goal to Enhance Organizational Performance

Path-goal leadership is a process of helping employees find appropriate paths to meet goals that align with organizational objectives. Leaders who have the ability to inspire their employees and develop these mental connections between performance, paths, and rewards can expect to see higher levels of organizational achievement. Yet defining the right strategies without the right leadership does little if employees are not empowered to act and progress to new levels.  Path-goal theory has two main objectives such as a) identifying roles and behaviors of effective leaders and b) exploring situational contingencies that modify those behaviors (Barling et. al, 2011). In essence, the leader’s behavior becomes a primer to the situational context in which employees exist. When the leadership behavior is effective and the situational contingencies are positive and in alignment there should be a corresponding increase in performance.   The theory is often further defined into sit

Job Characteristics Model-An Internalized Experience

Classic economic theory, based as it is on an inadequate theory of human motivation, could be revolutionized by accepting the reality of higher human needs, including the impulse to self actualization and the love for the highest values .-Abraham Maslow According to Maslow the concept of motivation entails the idea that higher human needs should spark a productive evolution. Those who are internally motivated are more likely to accomplish more than those who rewarded only by externalized rewards. Through job characteristics model it is possible to theorize how employers can make adjustments that encourage higher levels of work effort and development. The job characteristics model seeks to explain how jobs can be designed to encourage intrinsic motivation Organizational Behavior researchers Richard Hackman and Greg Oldham tried to create higher levels of performance through redesigning jobs (Kinicki & Kreitner, 2009). Their goal was to create higher psychologically mo