Motivational Program Proposal PSY 201 June 25, 2013 Facilitator: Jennifer Amond Motivational Program Proposal As an owner of a manufacturing company I noted that the attitude of my employees were not as I expected after taking a climate survey. I noted that the moral of my employee were at an all-time low; I resolved that something had to be done if I wanted productivity level to increase in my department. My people needed a moral boost, and I had to do something fast; the life my company is depending on it. Therefore, I developed a motivation plan to restore the moral of my employees. My motivational proposal plan will be based on intrinsic motivation.
PART A Company Q is missing an opportunity to be a leader in the area of social responsibility within the community they serve and to their employees. Its current attitude towards social responsibility could impact their business for the long-term. They may continue to lose customers if it continues on this current self-destructive business path. They appear to be of the opinion that the high crimes rates are leading to losses. Perhaps they believe that the employees are contributing to the revenue losses and are stealing merchandise.
Though this organization was successful, they were not successful enough to be in the stuck state they were in. The growth of the Levon Corporation should have been the primary focus of everyone in the company especially the management team. Even though bringing the project management consultant in to outline to the management team the importance of project management functionality was stubbornly agreed upon it proved to be the first and most important step in the company’s change process. The employees will feel their opinions are suggestions are valued as a result of the management team taking the time to hear out the consultant. The apprehension of the management team is understood because that is the culture; however, once the functionality is implemented and the management team sees the growth and positive change, the company will be more adapt to change.
However, many employees chose to left the firm despite the retention bonus which points towards lack of attention to hygiene factors. The financial crisis and the looming possibility of inevitably losing their jobs may have caused dissatisfaction among those employees. In addition, by analysing the behaviour of AIG employees after receiving the retention bonus many of their needs can be conceptualized in the context of the need hierarchy. Many of the employees feared strong response from the public if
The last disadvantage I think will be a problem to the Dodge Clinic is employees seeking employment elsewhere because they do not feel there job is secure. You may have employees quit and go work for the competition because they feel that they are not valued enough. That can cause a chain reaction and a lot of other employees will
Engstrom Auto Mirror Plant: Motivating In Good and Bad Times Who is the main Character Ron Bent the plant manager is the main character. He is tasked with attempting to turnaround the Engstrom plant because of low productivity and slumping profitability. What is Actually the Problem Although there are many different issues at the Engstrom plant, one of the main problems is that the management is not properly motivating their employees. This is causing low productivity and profitability at the plant, which is making Ron Bent the plant manager lay off workers and the Engstrom Family consider closing the plant. Bent describes this as a “vicious cycle”.
HR Training Class BUS 530 Employee customer service training refers to teaching the employees the skills which are required to deal with the customers so as to provide maximum satisfaction to them. Under this type of training the employees are imparted the necessary knowledge and skills so as to improve their effectiveness and efficiency. While planning a customer service training program for the new employees it is necessary to assess the needs for imparting such training to the employees. Needs assessment is the process of evaluating the organization, employees and their tasks to understand what kind of training if any is required in the organization. It is necessary to assess the areas where the new employees lack skills and knowledge
Data Collection QNT/351 July 8, 2013 William Buck Data Collection BIMS has undertaken an integrative study to gain a better understanding of the root cause of the employee turnover problem at the company. In the first study the process was plagued by data coding, entry problems, and problems with the construction of the questionnaire. This compromised the data integrity and yielded disappointing results. However, the quantitative analysis of the data from the first study also provided some useful lessons, which prepared the organization to undertake a more concrete quantitative analysis in a subsequent study. Debbie Horner, the HR manager of BIMS conducted an employee survey as an instrument of
This company is losing employees due to poor pay plans and new competition coming into the area. This stimulation gives a true work setting situation. The team sees the options and gathers information based on different variations. The group was able to use the extra help and information links provided to gain more knowledge of the company’s current concerns and issues. The main problem with the evaluation tools and techniques when encountering the company issues was hard to determine.
The goal should be to convince workers of the dangers of divisiveness so they become agents of change, according to the book “The Psychology and Management of Workplace Diversity.” Hold group meetings that allow everyone to voice their concerns, not just people in supervisory positions, which might not represent all the various groups that exist in the workplace. Some low-level employees might hesitate to criticize supervisors in public, so maintain an open-door policy that allows workers to voice their concerns privately. The goal is to encourage awareness of everyone's needs, not just those of the powerful few.