managing & motivating your staff presentation by: peter byrne msc business mngt (organisational...

Managing & Motivating Managing & Motivating Your StaffYour Staff

Presentation by:Presentation by:PeterPeter Byrne Byrne MSc Business Mngt (Organisational Behaviour)MSc Business Mngt (Organisational Behaviour)

BSc, Dip Mkt, Dip Finance.BSc, Dip Mkt, Dip Finance.

Chief Executive OfficerChief Executive OfficerSouth Dublin Chamber of CommerceSouth Dublin Chamber of Commerce

Academy South-East Asia

Kuala Lumpur, Cyberjaya

27th of April, 2004

Objective Of This SeminarObjective Of This Seminar

To examine management style and practice.To examine management style and practice.

How do you motivate employees?How do you motivate employees?

The balance of organisational / management and The balance of organisational / management and employee needs.employee needs.


The Process of Management in The Process of Management in OrganisationsOrganisations

G

O

A

L

R

E

S

U

L

T

Organising

Controlling

LeadingPlanning



PEOPLE

Individuals•Motivation

•Individual interests and goals

•Perception and attribution

•Values and attitudes



OrganisationalContext

Formal Systems•Evaluation and Rewards

•Hierarchy and Authority

•Roles & Assignments

•Information

Social Systems•Culture

•Social Norms

•Group Dynamics



G

O

A

L

R

E

S

U

L

T

Organising

Controlling

LeadingPlanning

OrganisationalContext

Formal Systems•Evaluation and Rewards

•Hierarchy and Authority

•Roles & Assignments

•Information

Social Systems•Culture

•Social Norms

•Group Dynamics

PEOPLE

Individuals•Motivation

•Individual interests and goals

•Perception and attribution

•Values and attitudes


Management StyleManagement Style

People

Orientation

Task Orientation

Counsellor Manager

Lazy Authoritarian


Types of LeadersTypes of Leaders

1. Traditional Leaders Traditional leaders get their position from something that has gone before e.g. Child following parents into politics.

2. Situational LeadersSituational leaders tend to rely on expert power and resource power often obtained from supervisors.

3. Charismatic LeadersThe personalities of these leaders brings people along with them. A fault is that they rarely prepare a successor.


Types of LeadersTypes of Leaders

Your management style and type of leadership

will directly and indirectly determine your

management ability.


MotivationMotivationMotivation will be a lot easier, if you have the

right

balance between employee and job.

The process starts with:

1. Job Description- Length of contract- Relationships- Tasks

2. Recruitment Process- Advertising - Using a specialist agency- Head hunting


MotivationMotivation

The process continued:

3. The Interview- Preparation- Interview Panel Agreed Format- Scoring / Evaluation of Candidates

4. Induction- Planned – Who does it?- Materials prepared- People are to meet when they are informed and clear on the relationship- Probation period clarified


MotivationMotivationThe process continued:

5. Roles- Manager/Employee roles to be known and understood- Line of reporting clarified

5. Expectations- Expectations clarified- Evaluation process clarified- Individual and team goals clarified

“Clarity of Role and Purpose”


MotivationMotivation

Force that acts on/within people initiating, sustaining and directing their behaviour.

Important aspects:

•Effort

•Persistence

•Direction

•Source: Intrinsic vs. extrinsic


PerformancePerformance

Extent to which an organisational member contributes to achieving organisational goals

Factors influencing performance:

•Motivation

•Ability (aptitude level, skill knowledge; task understanding)

•Luck

•Interactions between these factors


Goal – Setting Theory (Latham, Locke)Goal – Setting Theory (Latham, Locke)

Assumption: presence of goals induces goal-oriented behaviour.

Important concepts:

•Goal specificity (clarity)

•Goal challenge (difficulty)

•Goal acceptance vs. goal commitment

•Consequences of goal achievement


Goal – Setting Theory (Latham, Locke)Goal – Setting Theory (Latham, Locke)

Importance of goal-setting process (autocratic vs. participative).

Special Issues

•Task characteristics (e.g., creative tasks)

•Situational aspects of goal-setting and task environment (e.g., leadership expectations)

•Rate of change in task requirements


Equity Theory (J.Stacy Adams)Equity Theory (J.Stacy Adams)

Assumption: Peoples’ motivation is influenced by their perception of fairness. They are motivated to maintain a fair and equitable exchange relationship (e.g, work for rewards). If this relationship is disturbed, they will have to restore fair exchange.



Important Concepts:

•Person (individual who perceives equity/inequity)

•Comparison other (group or person used as referent to compare input/outcome ratio)

•Inputs (what the person contributes to the exchange relationship: e.g, effort, skills, knowledge, performance)

•Outcomes (what the person receives back from the exchange relationship)



Strategies to restore fair exchange:

•Less input (e.g. work less)

•Demand more outcomes (e.g., higher pay)

•Leave exchange relationship

•Do not change behaviour, but perception (e.g., they really work harder than I am)

•Choose different comparison other


Influencing the likelihood of behaviour Influencing the likelihood of behaviour in organisationsin organisations

Desired

Behaviour

Increasing

likelihood

through

Positive ReinforcementAdministering positive consequences to workers who perform the behaviour

Negative ReinforcementRemoving negative consequences to workers who perform the behaviour


Influencing the likelihood of behaviour Influencing the likelihood of behaviour in organisationsin organisations

Undesired

Behaviour

Decreasing

likelihood

through

ExtinctionRemoving whatever is currently reinforcing the behaviour.

PunishmentAdministering negative consequences to workers who perform the behaviour


Performance AppraisalPerformance Appraisal

Purpose: Performance appraisal systems can be used for:

•Maintaining and improving performance

•Making compensation decisions

•Making promotion/demotion/lay off decisions

•Identifying training and development needs

•Providing feedback and learning opportunities

•Vertical communication



1. Evaluation system (how evaluations made and communicate?)- Formal vs. informal appraisals- Time intervals of formal appraisals- Role and frequency of informal aspects of the evaluation system.

2. Evaluation focus (what factors are evaluated?)- Expected performance (factors, dimensions)- Clarification of expectations and evaluation standards- How to deal with extra-role behaviours?



3. Appraisal methods (how is appraisal performed?)- Objective measures (outcomes)- Subjective measures (perceptual information)- Graphic rating scales- Bars (Behaviourally Anchored Rating Scales)- BOS (Behavioural Observations Scales)

4. Agents of appraisal (Who appraises?)- Superior- Peers- Subordinates-Customers- External Specialists


Reward SystemsReward Systems

Intrinsic Rewards • Enriched jobs

• Opportunities for decision making

• Challenging and meaningful types of work

Extrinsic Rewards• Pay

• Incentives

• Stock Options

• Bonuses

• Gain Sharing & Promotions



1. AvailabilityBasically there is no point desiring or promising a reward which is unavailable.

2. Timeliness The reward should be provided when promised or agreed to, not just some future date.

3. Performance ContingencyThe reward should only be given if the goals are achieved.



4. Durability Intrinsic rewards last longer then extrinsic ones.

5. Equity Internal equity with those holding similar positions external equity with those in similar jobs outside.

6. VisibilityRewards should be visible for all to see. This sends out the message that rewards are available, timely and performance contingents.


BenefitsBenefits

• Early and Flexible retirement

• Childcare facilities

• Educational programmes

• Financial Service

• Cafeteria’ Style Programmes

• Health Insurance


Changes in the last 10 yearsChanges in the last 10 years

1. Globalisation – reducing the impact of location

2. Increase in personal career management

3. Decrease in concept of job for life

4. Breakdown of home/work boundary

5. Greater propensity of wealth and poverty – widening gap

6. Increase in education; confident young workforce

7. Move from command/control to commitment


cont….cont….Changes in the last 10 yearsChanges in the last 10 years

8. Change is a permanent concept

9. Contract workers

10. Teleworking

11. Faster pace

12. Flexibility

13. Higher expectations

14. Mobility / Turnover

15. Collaborative management style


cont…..cont…..Changes in the last 10 yearsChanges in the last 10 years

16. Team based work

17. Increased specialisation

18. Less loyalty

19. Greater Information


What do employees want?What do employees want?

AppreciationAppreciation Feeling “in” on thingsFeeling “in” on things Help on personal problemsHelp on personal problems Job SecurityJob Security Good WagesGood Wages Interesting WorkInteresting Work PromotionsPromotions Management loyal to workersManagement loyal to workers Good working conditionsGood working conditions Tactful DiscipliningTactful Disciplining

Source : Chamber of Commerce of Ireland


Guidelines for giving negative Guidelines for giving negative feedbackfeedback

•Best done within a history of positive feedback.

•Focus on the task not personality type feedback.

•Be specific about the behaviour that is unsatisfactory.

•Create a vision of the required behaviour.

•Do not give too much feedback.

•The person must be able to do something about the situation.

•Get the employee to contribute to the diagnosis if possible.


““Companies that Companies that manage people right manage people right

will outperform will outperform companies that don’t companies that don’t

by 30-40%.”by 30-40%.”

““Companies that Companies that manage people right manage people right

will outperform will outperform companies that don’t companies that don’t

by 30-40%.”by 30-40%.”Jeffery PfefferJeffery Pfeffer“The Human Equation”“The Human Equation”


Pygmalion in ManagementPygmalion in Management

1. Enthusiasm and apathy – both are infectious

2. Chamber staff treated by their bosses as “super staff” try to live up to that image”

3. Power of expectations


Justice and fairness perceptions exert Justice and fairness perceptions exert a strong influence on how employees a strong influence on how employees react to their organisationreact to their organisation

Justice perceptions

Motivation

Job satisfaction

Commitment

Stress

Turnover

Absenteeism

Performance


……..While later on procedural issues ..While later on procedural issues will increase in importance.will increase in importance.

• The routine character of organisational procedures induces long-term perspectives.

• Makes data from long time periods available

• Provides evidence of the stability of such arrangements.


““Injustice does not Injustice does not always have , to have always have , to have been done, to have been done, to have

negative implications for negative implications for employees fairness employees fairness

perceptions”perceptions”

““Injustice does not Injustice does not always have , to have always have , to have been done, to have been done, to have

negative implications for negative implications for employees fairness employees fairness

perceptions”perceptions”


Issues in the work relationshipIssues in the work relationship

• Control

• Power

• Managerial Assertiveness

• Representation- Unions- Professional Bodies- Government

• Trust


Team Building Team Building (Common Mistakes)(Common Mistakes)

1. Too many members, six or less is best!

2. Wrong mix of people

Meredith Belbin, twenty one years ago illustrated how

Different types of people are needed in different groups.

3. Unfocused- Meetings for meetings sake, clear timescale and objectives are needed.

4. A belief in consensus – not all decisions need to be consensual


Common Assumptions About Common Assumptions About NegotiationNegotiation

Debilitating Assumptions

•This is a zero-sum situation.

•The only solution is through compromise between our positions.

•It is best to let them make the first move.

•Their poor communication is their problem.

•Their decision making is flawed because they are ignorant or simply wrong.

Empowering Assumptions

•We can always create additional value.

•We need to build on our respective interests.

•I can productively lead this negotiation.

•I am fully responsible for good communication.

•They do what they see is in their best interest.


Problem Solving with EmployeesProblem Solving with Employees

1. Separate the people from the problem

2. Focus on interests not positions.

3. Invent options for mutual gain.

4. Insist on using objective criteria.

5. BATINA = Best Alternative To Negotiated Agreement

- Adopt a frame of mind for understanding.- Be prepared to make understanding a collaborative effort.


Problem Solving with EmployeesProblem Solving with Employees

BATINA ctd.

- Be prepared to dig for data and reveal reasoning.- Be prepared to create new perceptions rather than battling over old ones.


What is feedback?What is feedback?

Performance feedback = objective information about individual or collective performance.

• Instructional function (e.g., teaches new behaviour; clarifies roles)

• Motivational function (e.g., intrinsic value of feedback; promise of reward)


What is feedback?What is feedback?

Interpersonal feedback = subjective information about reactions to other’s behaviour

• Developmental function

• Relationship-building function


Guidelines for Giving & Receiving Guidelines for Giving & Receiving Effective Interpersonal FeedbackEffective Interpersonal Feedback

• Be specific and direct

• Own your message

• Support your comments with evidence

• Separate the issue from the person

• Focus on behaviours that the person can do something about



• “Sandwich” negative messages between positive ones

• Mitigate or soften the negative message to avoid overload

• Pose the situation as a mutual problem

• Treat feelings as real



• Check for clarity, both of others behaviour and of your feedback

• Timing 1: deliver feedback close to occurrence

• Timing 2: make sure that receiver is open for feedback

• Authentic and respectful manner of delivery

• SHOW RESPECT!


Thank you for your attention;Thank you for your attention;

For further details on this presentation you can contact :For further details on this presentation you can contact :

PeterPeter Byrne Byrne Chief Executive OfficerChief Executive OfficerSouth Dublin Chamber of CommerceSouth Dublin Chamber of CommerceEmail: [email protected]: [email protected]


managing & motivating your staff presentation by: peter byrne msc business mngt (organisational...

Documents

process of management

evaluation process

charismatic leaders

goaloriented behaviour

organisational goalsfactors

organisational member

onwithin people

roles manageremployee