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Showing posts with the label employee relations

Using Action Plans to Increase Performance

Action plans offer the opportunity help people think through the various challenges they face and apply some type of plan on how to overcome these difficulties. Whether discussing students, employees our yourself it is beneficial to consider the benefits of implementing action plans in a way that encourages greater insight by the person writing them. Insight sometimes leads to higher levels of performance. In my experience in labor relations and as a professor in business I find that performance issues may not be willful but are a result of a lack of experience or understanding. For example, in labor relations I have found attendance to be a major employer concern. Through the standard grievance process employees can promise to make it to work on time but without an action plan the problem isn't likely to be resolved soon. The same idea applies to students who consistently fail to turn their work by class deadlines. Each assignment they scramble for some excuse that will get th

Effective Use of Paralanguage in the Workplace

Paralanguage is related to the use of subtle messages that includes tone, prosody, intonation, tempo, syllable emphasis, and other hints that create additional meaning beyond the words themselves. Knowing and understanding how paralanguage influences clarity can help in creating more effective conversation in the workplace. Managers who are capable of creating higher levels of congruency between the words they use and the paralanguage associated with those words can increase their communication effectiveness and organizational influence. Most information comes from non-verbal aspects of communication and alignment between these two concepts creates congruence. A study of university lecturers helped identify that those who used appropriate pitch, loudness, variability, pauses, and fluency increased audience satisfaction (Md Zani, et. al, 2011). The audience paid more attention and were more focused on the concepts. This helps ensure that the messages not only came across well

Expectancy-Value Theory: Connecting Expectations to Rewards

As employees scramble over each other in an attempt to achieve the next promotion, or trinket of acknowledgement, it is important to understand precisely how their expectations lead to motivation. Expectancy-Value Theory is one way of looking at how employees value the behavioral options available to them.  In this theory, management should tie behavior and reward closely together if there is an expectation that employees will be motivated and productive.  Management has an ethical opportunity to ensure proper returns on investments and progressive use of human capital in order to fulfill their function. The concepts of valence and expectancy make up the bulk of the Expectancy-Value Theory.  In general, employees believe that when they put forth a specific amount of effort there should be an appropriate reward that is offered. If the expected energy and the value of the reward are not in alignment it will be difficult for management to solicit certain types of motivated behavior.

The Components of Employee Motivation and Organizational Success

At the center of any successful organization rests the employees that take the orders, assemble the products, and sell the goods. Before companies can achieve success they should ensure employees are committed and engaged with the organization and its objectives. Where well managed and committed employees are an asset, a poorly managed company with a lack of employee commitment will ultimately lead to decline. Through the development and encouragement of employee effort does the unique synergy exist in   organizations that allow for higher levels of operational savings and environmental capitalization. The components of this motivation are discussed through this article. Motivation is derived from the word "motivate" which means to push, move, or influence the environment to achieve some objective (Kalimullah et al, 2010). Motivation can also be seen as the process by which behavior obtains a results, attempts to complete an objective and continues to push forward. It still

Six Motivational Potentials Employers Should Consider

Iron Workers Noon Time Job motivation is an important component for worker progression and organizational development. Motivation takes many forms but is often fostered through the conduit of organizational objectives. Employees seeking needs attainment search through their environments in order to find appropriate paths that create the most likely outcomes. Organizations that can create the right mechanisms for motivational expression are more likely to foster the aspirations of their employees. Motivational potentials is a concept that entails creating pathways whereby employee motivation can meet beneficial outcomes. In organizations where there are few motivational potentials, and appropriate pathways, it is doubtful employees will come to the conclusion that additional work will result in some level of reward. Without the desire, the pathway, and the reward the employee will continue to treat work as just another mundane task to engage in throughout the day in order to maint

Enablers Produce Organizational Results

Enablers are an asset to any workplace that seeks to solve market problems and continue to progress through environmental difficulties. People whom we consider to be enablers use multiple resources from the workplace in order to develop both the organization and themselves. They have the amazing ability to maintain motivation and capitalize on resources if given an opportunity to succeed. Enablers are able to connect resources to find solutions that help in encouraging business imperatives. At times they utilize the skills of other people and other times they use existing resources in unique and new methods. The skill of the enabler is in the encouragement of higher levels of organizational attainment. Enablers achieve results for organizations, employees and society (Ehrlich, 2006). Their approaches are divided into 1.) Enablers that produce 2.) Results. Enabling Factors: -leadership -people -policy and strategy -processes Result Factors: -people results -customer resu