It is too easy to assume that they are just not capable of performing any better. Usually it would mean that they are demotivated so you then need to look at why they might be feeling demotivated and what you can do to help to rectify this. The appraisal process should be used to get the employees point of view and discuss what each party could do to re motivate them and get an improved performance from them. These could include more training, improved working conditions or possibly solving employee disputes etc. You obviously cannot just give in to all demands an employee might make however and you have to discuss options in depth and try and find suitable outcomes to benefit both parties.
A lack of recognition for good work can dramatically reduce motivation as staff feel undervalued and unappreciated, a person may work hard for an employer who does not appreciate them. Praise and recognition provides the incentive to work hard and achieve goals. Other incentives in a workplace can include the chance to learn and gain qualifications, promotions, and often increased salaries. However, it would be foolish to believe that money is always the
Also when using action plans an individual limits their need and the amount of work they should be doing. Another disadvantage is not being guided thoroughly and effectively, leading to the lack of effort and passion a member has for the project. Moreover, failing to obtain the goal an individual has set to reach can lead to frustration and in turn the planning would have been a waste of time. The advantage of doing this is that it allows an individual to execute a structured plan for the end goal you intend to achieve. Furthermore, it provides the team with appropriate foundations, therefore prioritising the amount of time you spend on each task.
(1) A group or team can be defined as “A group of people with specific roles and complementary talents and skills, who are committed to a common purpose and who collaborate to produce superior results”. (2) Forming – Stage 1 Typically a team would show the following signs when in the forming stage- • High dependence on the leader for guidance and direction. • Individual roles and responsibilities are unclear. • The leader must be prepared to answer lots of questions about the teams’ purpose, objectives and external relationships. Stage 2 – Storming Typically a team would show the following during the storming stage – • Decisions don’t come easily within the group.
The flat managerial structure meant that decisions were more of a collective effort. During both times of crisis and times of little stress there was typically multiple people involved in the decision making process. This meant there were multiple minds bouncing ideas off one another and formulating what would be best for the company by taking the best ideas. This meant that decisions that were actually made didn’t necessarily reflect the company’s traditional viewpoints. Such as in the time of crisis when the decision was made to minimize losses rather than maximize profit.
Motivation relies on external factors, such as the promise of rewards and the incentive of personal gain, and as such, it is short-lived and unsustainable. Once fulfilled, the employees will replace their motivation with another form of dissatisfaction, and so on, in a never-ending cycle of want. The company ends up with a bunch of employees that are almost always unhappy and certainly rarely give a hundred percent. “Inspiration on the other hand comes from within – the desire to put one’s heart and soul into the company, not because of greed or what one could get out of it while still employed there, but because one has a sense of belonging to the place and a sense of achievement when the company succeeds. Inspiration therefore, is key to the company’s lasting success” (Anwar, 2008).
Avoid insincere weaknesses that are clearly strengths disguised as weaknesses. Statements like: “my driven nature sometimes leads others to dislike working with me because I am always the strongest member of the team” certainly exhibits a weakness in interpersonal skills. The candidate may have intended communicate a strong work ethic and willingness to take on additional responsibility with such a “weakness” but the attempt can easily backfire. Overall, honesty and self-awareness will be noted and appreciated in the process whatever your strengths or weaknesses may be. If you have difficulty knowing your own strengths and weaknesses, it can help to read through past performance reviews at work, think about projects where you were particularly successful and speak with your colleagues and friends about what their perception.
EFFECT ON WORK RELATIONSHIPS The workplace is a system of relationships. Relationships have many different aspects; here are several examples: • Trust • Teamwork • Quality • Morale • Self-esteem • Loyalty • Respect for boss When conflicts are handled well, there’s a positive effect on work relationships. When they are not, these factors can deteriorate. Productivity and the free expression of ideas are also impacted. FACTORS THAT AFFECT HOW PEOPLE MANAGE CONFLICT The skills involved in managing conflict are
They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. S3 – Participating / Supporting – The leader passes day-to-day decisions, such as task allocation and processes, to the worker. The leader facilitates and takes part in decisions, but control is with the worker. This style is used in situations where a worker is clearly competent but lacks confidence or motivation. They do not need much direction because of their skills, but support is
This is because having a negotiating personality translates to the supervisor engaging in activities like leading discussions with teachers. This way, issues are usually discussed in a systematic manner allowing for the assessment of any advantages or disadvantages associated with each suggested plan of action. When observed closely, the supervisor might be exhibiting a directing blind-self personality. There are situations where a supervisor might come up with various solutions to an impending problem. He or she goes on to lay out these suggestions and then let the teachers to choose what they think best suits them.