SUPERVISION & MOTIVATION OF EMPLOYEES

1. SUPERVISION & MOTIVATION OF EMPLOYEES

2. Previous supervision philosophy suggested no one person should directly supervise greater than six individuals. That philosophy is changing because of technology. • Cellphones. • E-mail. • Fax machines. • GPS systems. • Pagers. • Video security cameras. • Webcams.

3. Behaviors Model by B.F. Skinner:(How to Recognize and Reward Employees, page 22) • All workplace behaviors are learned behaviors. • Good workplace behaviors are likely to be repeated if they are reinforced with a reward. • Bad workplace behaviors are less likely to be repeated if the activity brings a consequence.

4. Abraham Maslow’s Hierarchy of Needs: • Self fulfillment • Self esteem • Belonging, love • Safety, security • Physiological

5. Total Quality Management by Edward Demming:(Managing Human Resources, ISBN 0-13-554-981-7, page 534) • Team building: • Employees need to know expectations & how performance will be measured. • Know employees as individuals. • Provide resources. • Provide training & assistance. • Encourage personal growth. • Reward good performance and sanction bad performance. • Stress the possible, not the impossible. • Challenge ideas, not people.

6. Expectancy Theory by Victor Vroom: • Based on the play “Pygmalion” by George Bernard Shaw. • Became the movie, “My Fair Lady.” • Eliza Doolittle was played by Audrey Hepburn. • Professor Henry Higgins was played by Rex Harrison. • Eliza was a flower girl on the streets of London. • Professor Higgins wanted to convert Eliza from a street urchin to a refined lady. • Higgins stated, “The difference between a lady and a flower girl is the way she is treated.” • This play gave rise to the statement; “to make a silk purse out of a sow’s ear.”

7. The Pgymalion Effect Applied to Management: • The way a manager treats subordinates and what the manager expects of them will largely determine their performance. • Good managers create high performance expectations that subordinates fulfill. • Less effective managers develop low expectations of employees, therefore causing lower productivity levels. • Employees more often than not do what they think they are expected to do rather than what needs to be done. • An individual’s expectations in a situation determines the effort expended.

8. Autoworker Poem: • Are these men & women workers of the world? Or is it an overgrown nursery with children goosing, slapping boys, giggling, snotty girls. • What is it about that entrance way, those gates to the plant? Is it the guards, the showing of your badge, the smell? Is there some invisible eye that pierces you through and through and transforms your being? Some aura or other that washes your brain and spirit and commands, “for eight hours you shall be different.”

9. Autoworker poem continued: • What is it that instantaneously makes a child out of a man? Moments before he was a father, a husband, an owner of property, a voter, a lover, an adult. When he spoke at least some listened. Salesmen courted his favor. Insurance men appealed to his family responsibility and by chance the church sought his help. • But that was before he shuffled past the guard, climbed the steps, hung up his coat and took his place along the line.

10. Pareto Curve: (How to Supervise People Workshop) • 20/80 Rule. • Which group causes the most problems? • Which group gets the most attention?

11. Age Old Adage: • Hire bums, give them to me to train, and I will give you trained bums!

12. Hiring = Why is it important?(How to Supervise Workshop) • It is difficult to rid yourself of an employee. In many jurisdictions, employees are protected from indiscriminate dismissal. This is known as due process. • The hiring process is the only pre-hiring opportunity to evaluate a potential employee. • Chance to locate a good employee. • Turnover costs are expensive. • Use probationary periods normally of 90 days. • Put pressure on new hires.

13. Understanding the Causes of Performance Problems: • Communications = Create the same vision within their mind. • They have no clear concept. • Have them write it down. • Have them repeat it back. • You have not provided enough information. • The information is too general. • The most important part of communication is listening.

15. Performance Problems Continued: • Ability. • Lack skills. • Train. • Teach. • Lack aptitude. • Re-assign. • Dismiss.

16. Performance Problems Continued: • Confirm it is an attitude problem. • Can they perform the task? • How recently could they perform the task? • Is the person upset? • Are they fatigued or ill? • Is there a family or personal problem? • In some jurisdictions, attitude is not a reason for dismissal. • Do not dismiss a good employee for the wrong reasons.

17. Document Employee Problems:(How to Supervise Employees Workshop) • Physically record the problem while memories are fresh. If it’s worth remembering, it’s worth writing down. • Handwritten memos if dated & signed are legal. • Have an interview outlining the problem against the organization’s policy. • Discuss how the behavior hurts the organization. • Get the employee’s side of the issue on record. • Discuss the employee plan of change.

18. Documenting Employee Problems Continued: • Set a time for the plan. • Set a date to evaluate the plan. • Identify consequences or sanctions. • Have the employee sign the plan. • Provide support and educational opportunities. • Use pictures and examples of poor work.

19. Progressive Discipline:(Employee Discharge and Documentation Seminar) • An employer should be able to demonstrate that: • The employee’s performance did not meet the standard. • The company took reasonable steps to inform the employee & gave them time to improve. • Other employees are able to meet the standard, or if they are not, they are receiving the same kind of treatment. • The reason for the performance problem does not lie with the employer.

20. Rules of Conflict Management: • Attack the problem, not the person. • Use facts and logic. • Deal with it. Problems don’t age gracefully.

21. Documents for Dealing With Employees:((Employee Discharge and Documentation Seminar) • Employment application: • Indicate that false information may result in discharge, regardless of when discovered. • Seek permission to verify education. • Seek permission for a credit check. • Questions should relate to criteria. • Reference checks • An employer should be able to demonstrate that the information is accurate. • Info. provided on a need to know basis. • Avoid opinions. • Seek authority to check references.

22. Employment Documents Continued: • Policy manual = procedures. • Enumerates and defines benefits. • Enumerates responsibilities. • Provides consistency. • Reduces legal exposure.

23. Performance Evaluations: = Besides being a legal document, they improve performance. • Conduct at least annually. • Have formal written interviews. • Ask for a self assessment. • Recognize good efforts. • Address areas of improvement. • Relate current performance to previous performance. • Provide encouragement and direction. • Have the employee sign the document.

24. Discharge based upon poor performance should not come as a surprise. It is better to suffer through an unpleasant review than let matters accumulate. • Job Descriptions. • Employment Contract. • Selection Summary = Evaluates all employees for the same job by the same criteria. • New Hire Checklist = Ensures you covered everything with the new employee. Make sure they sign it.

28. Constructive Discharge: • Making the work experience so unbearable that the employee chooses to resign. The philosophy is that there can be no wrongful discharge case because the employee resigned. However, the law no longer requires an employee to be involuntarily terminated to have a case. The employee’s claim is that intolerable working conditions were imposed and that escaping those conditions was in effect an involuntary discharge.

29. Written Tests:(Employee Discharge and Documentation Seminar) • Should only be used if the employer knows the qualifications the test measures and how they relate to the job.

30. Personnel Files: • Must keep these files locked up and secured. • Application. • Job Description. • New Hire Checklist. • Copy of the ad if one was used. (Employers Legal Guide, ISBN 0-8733337-37-7) • W-4 = Statement of Withholdings. (Employers Legal Guide) • Documentation of wrongdoing.

31. Personnel Files Continued: • Employee evaluations. • Resume. • Employee Data Sheet. • Date of hiring. • Changes in wage rates. • Disciplinary actions. • Safety training records. • Accident reports.

32. Employee or Independent Contractor:(Employers Legal Guide, ISBN 0-8733337-37-7) • An employee follows directions, an independent contractor receives an assignment. • Who sets the schedule? • Who provided the equipment or tools?

33. PAY FAMILY MEMBERS

34. Post Employee Conferencing: • Why are they leaving????

35. Where do You Find the Employees of Tomorrow? • Immigrants. • Women. • Temp agencies. • Daycare provision. • Job sharing. • Take home work. • Penal system. • Flextime. • Elderly. • They generally do not seek year round work. • They generally do not seek high wages or benefits. • They generally are looking for something to do.

36. From the book “Good to Great” • Get the wrong people off the bus. • Get the right people on the bus. • Get everyone in their correct seat. • Get the bus pointed in the right direction.