An organization invests in its employees, hiring talented people, abstracting their efficiency and skills, building and training them into current and future environments, all in part of the investment they imply towards the development of its organization. In the structure of human capital, compensation will be an influence in retaining employees, as so are benefits, in efforts of a continual extended relationship that configures in relational advocacy, respect and ethical conveyance. In consideration of the roles, they are all congruent upon one another, in bringing skilled personnel into an organization, in hopes of retaining them. If it were my organization in which we were discussing, I would make definite improvements toward continual training, with an advocacy group specializing in the needs and progressive wants of my employees. The one organization that comes to mind is Google, they are continually advancing forward, and making the company a habit forming institution, where people find it hard to go home, yet cannot wait to get back; offering free breakfast , lunch dinners, and
It will also show that I reflect on my experiences of using knowledge and skills and how they have helped my own social work practice. I will evaluate the relevance and impact the areas had on my practice and how it helped me develop a better understanding of the individuals I worked with. I’ll reflect on how my learning from these experiences has helped my understanding of service users and the contexts in which they live. I will use Kolb’s (1984) theory of experiential learning i.e. the cycle of learning to enable me to develop my own understanding and as a reflective practitioner I can link this with Schon’s (1983) concepts of reflecting in action and reflecting on action to help improve my actions and professional practice and show that I evaluate my experiences and integrate it to theory and knowledge in supervision (Aids to Practice cards, Values and Ethics, p112).
An organization’s reward system can be used as a motivational tool if the rewards being offered are considered valuable by the employee. A valued reward system can positively affect an employee’s performance. Organizations use pay, benefits, compensation and other rewards as effective performance management instruments to enhance employee productivity so goals can be achieved. So, how does an organization choose the reward system it offers? This paper will focus on the hypothesis that employee engagement in choosing a valued reward system will positively effect performance management and subsequent employee success.
This program will provide the employees a number of professional development opportunities to build skills, strengthen our core values, remove barriers and enhance trust among the leadership group and our employee base. This program will appeal to the employee’s intrinsic and extrinsic motivators. As we see with Douglas McGregor’s “Theory Y” proposition, employees like work, are creative, seek responsibility, will exercise self-direction and self-control if they are committed to the objectives. Introducing an employee leadership
With the help of CMU model as the framework for my leadership development plan, I believe it will further develop my insight on my leadership potential while enhancing my relationship with others by understanding the dynamics of human behavior. I believe that CMU model will align better with my chosen industry and also blend better with culture and customs. My plan will be emphasized on some of the core competencies from CMU model which I find myself lacking or critical for LDP. Before I start to work on LDP, I have tried myself several online assessments for leadership skills, as well as discussed with my colleagues and managers and gathered respective feedbacks related to my LDP. According to the online assessments and the feedbacks, I decided to work on three core competencies from CMU model which are leading others, self-management, and social responsibility.
In other words, competencies can be regarded as behavioral dimensions, which affect job performance. The indicators should take into account a range of key factors/ competencies considered essential to the performance of the job, such as: • Quality of work • Responsibility • Accuracy • Attendance/ time-keeping • Comprehension ability • Job knowledge • Skills demonstrated through work • Organizing ability • Prioritizing ability • Concern for impact of actions • Service to customers/users • Quantity of work • Initiative • Speed of work • Commitment/ attitude to work • Development potential • Reliability • Cost control • Contributions to teamwork • Achievements of outputs • Self-development • On-the-job behaviour However, performance indicators consist of more than competencies, performance standards are also involved. Whilst competencies describe what needs to be done, performance standards explain how well something
Do sales levels follow patterns and have promises on targets been met? Is there a customer loyalty card and what does this data tell you about customer habits? Monitoring phone calls, emails and letters is another way to monitor against customer service standards. As long as staff do not feel they are being watched and that monitoring is to ensure excellent service and organisation can analyse a selection of all correspondence with customers to ensure it meets the house style and goes above and beyond when dealing with problems or complains. It can also be used for staff development to show individuals what they did well and Working with your employees can also help monitor against customer service standards.
First employee motivation is analyzed by applying theories of Herzberg’s “two-factor’s model” and Maslow’s “hierarchy of needs”. Then the “job characteristics model” of Hackman and Oldham will be used to analyze ECCO’s job-design. Finally is the conclusion of my findings. Motivation In the two-factor theory, Herzberg distinguishes between two different types of factors, those who can give an individual the feeling of satisfaction (Motivators) and those that can give the individual a feeling of dissatisfaction (Hygiene factors). The motivators are typically related to intrinsic factors meaning work motivation coming from within a human being.
ARTICLES Keirsey-Bates Temperament Categories: A Basis for Motivational Interventions Ronald L. McKeen, Cynthia McSwain The Keirsey-Bates Temperament Categories, an elaboration o the Myersf Brigs Types Indicator, are discussed LIS analytic referents for dealing with ’ motivation in the workplace. The Keirsey-Bates categories are: S (valuing f careful, thorough, accurate work), NT (valuing quality o ideas and intelf lectual competency), SP (valuing a clever way o making things happen or getting things done), and NF (valuing onesev US a person who makes f important contributions). Bused on a 1982-1 987 study o more than 200 subjects in training programs (in leadership and problem solving) or university classes (in administration, public school supervision, housing administration, or organization development), the authors conclude that the categories do have a practical application for many managers who would like to match work incentives to what their employees value. This article describes the study and discuses the four Keirsey-Bates categories as they apply to the workplace. If managers can see what individuals value in their work, they may be able to use motivational interventions that match incentives to these values.
Therefore, job analysis has to be examined and developed to enhance an organisation’s competitive advantage and ensure the ongoing skill development of individuals. By looking at the advantages and disadvantages in current trend of job analysis, appropriate and specific strategies can be concluded to make sure an organisation can utilise job analysis at its maximum potential. The first question that one needs to ask: is job