Chapter 10 Motivation Through Leadership

1. Chapter 10Motivation Through Leadership Supervision in the Hospitality Industry Fourth Edition (250T or 250)

2. Competencies forMotivation Through Leadership • Identify ways that supervisors can enhance their personal and positional power. • Explain why it is important for supervisors to get to know their employees. • List motivational strategies and how they are applied to motivational problems. • Describe leadership styles and the factors affecting them. • Explain how supervisors can increase employee participation in the workplace.

3. Motivation and the Supervisor • You CANNOT motivate employees • You CAN create conditions for employees to become motivated

4. Motivation and the Employee • A motive: a condition within an individual driving him/her to achieve goals • Employees must motivate themselves.

5. Motivation and Human Resource Functions • Recruitment and selection • Orientation • Training • Coaching and evaluating performance • Effective communication

6. Newsletter Topics • Promotions • Transfers • New hires • Resignations • Quality tips • Special recognition • Employee-of-the-month • Birthdays • Engagements, marriages, births

7. Indicators of Low Motivation • High absenteeism rates • High turnover rates • Increased accidents • Excessive breakage/waste • Number of complaints/grievances filed

8. Motivational Strategy—Star Performer • High Job Knowledge/Skills • High Job Performance • Strategy: Learn why the employee is so highly motivated and transfer knowledge when working with rest of your staff.

9. Motivational Strategy—Potential Star Performer • Low Job Knowledge/Skills • High Job Performance • Strategy: Provide the necessary training/coaching to raise this employee to a star performer.

10. Motivational Strategy—Potential Motivation Problem • High Job Knowledge/Skills • Low Job Performance • Strategy: A serious motivational problem may exist. Get to know this employee’s needs, interests, and goals. Link them with department/organizational goals.

11. Motivational Strategy—Termination Candidate • Low Job Knowledge/Skills • Low Job Performance • Strategy: If employee has rejected training/coaching, transfer or termination may be your only alternative.

12. Autocratic Leadership Authoritarian/Dictatorial • New employees • Temporary employees • Employees unresponsive to other styles

13. Bureaucratic Leadership “By the book”/Ruled by Rules • Employees with jobs defined by strict procedures • Employees working with dangerous equipment • Other “special” conditions

14. Democratic Leadership Participative/Employee Involvement • Highly skilled employees • Experienced employees • Employees implementing operational changes • Employee problem-solving groups

15. Laissez-Faire Leadership • Free-Rein/“Hands-Off” • Highly motivated employees • Highly skilled employees working on specific tasks • Specialists/technicians • Employees trained in decision-making/problem-solving techniques

16. Factors Affecting Leadership Styles • Supervisor’s personal background • Characteristics of employees • Organizational climate • Type of work to be done • Prevailing organizational philosophy

17. Increasing Employee Participation • Suggestion programs • Newsletters • Task groups/work committees • Informal—ask employees for input