Agenda

1. Agenda • Article reviews on Managing Termination • Review Your Learning – page 106 • Test Your Knowledge – page 108 • Chapter 6 – Motivation and Employee Development

2. Motivation and Employee Development • Hospitality and Restaurant Management 6 OH 6-2

3. Chapter Learning Objectives • Explain methods of motivating employees. • Identify ways to create a positive workplace. • Describe guidelines and processes for a harassment-free work environment. • Discuss basics of interpersonal communication. • Explain conflict resolution procedures. • Explain and conduct an employee performance appraisal. • Explain how to delegate responsibilities.

4. What Is Motivation? • The incentive to get people in motion or get them moving in the right direction • High motivation usually occurs when there is great chance for advancement or the possibility of punishment. • Managers should discover ways to provide a work environment that encourages self-motivation.

5. Let’s Think about it… • Whenever a manager has to accomplish an organizational goal through staff, it is the staff’s motivation that is the greatest limiting factor. • What methods do you use to motivate others? • Is it through rewards or threats? • Which do you think works better?

6. The Spectrum of Motivation

7. Activity • Page 112 in the Competency Guide: What do people want from their jobs? • Take a couple of minutes to fill out the chart regarding what motivates you. • Weight the items assigning, 10 being the most important • Let’s look at the entire class as a group

8. Create sense of engagement. Model appropriate behavior. Maintain positive attitude. Treat employees respectfully. Encourage feedback and involvement. Communicate regularly. Empower staff. Identify individual motivation factors. Recognize high performance. Motivational Methods Chart

9. Employee Job Expectations • Professionalism • Personal treatment • Work and task support

10. Motivational Theories • Theory X = people do not like to work and must be controlled and directed. • Theory Y = employees seek fulfilling work. • Process theories • Expectancy theory = motivation is a measure of how much people want something. • Equity theory = employees compare job inputs to outputs. • Reinforcement theory = behavior is influenced by positive reinforcement.

11. Motivating Employees Is this manager motivating this employee?

12. To Build a Positive Work Climate • Focus on employees. • Make an honest effort to meet employees needs • Be honest & upfront • Should avoid favoritism & nepotism • Assure open communication channels. • Celebrate successes and build teams. • Promote diversity and fairness

13. Managers Influence the Work Environment They must • Have patience • Maintain dedicated effort • Exhibit genuine concern A good question to ask is, “How do I help or hinder the efforts of my staff when they are doing their jobs?”

14. Sexual Harassment Must Be Avoided • Any unwelcomed sexual advancement, request for sexual favor, or any conduct of a sexual nature • A hostile work environment occurs when questionable behaviors are frequent, severe, and pervasive. • Examples include use of ethnic or racial slurs and other verbal or physical conduct related to a person’s race, color, religion, or medical condition.

15. Harassment-Free Workplace Policy • Purpose—To adopt a preventive approach that acknowledges mutual respect for all employees • Policies indicate the company’s expectations. • Policies indicate how complaints will be managed. • Page 122-123 reviews guidelines often used in complaint resolution process.

16. Creating a Harassment-Free Workplace • Use company-wide policies that are closely followed and begin the proper emphasis during orientation. • Train managers and employees to follow guidelines. • Model positive behavior. • Emphasize a “zero-tolerance” environment.

17. What Kind of Workplace Is This? Is this a good place to work?

18. How Would You Answer the Following Questions? • Money is the best motivational incentive for most employees. (True/False) • Theory _______ suggests that employees accept and seek work. • Managers must demand three things of themselves to create a positive work environment: _______, _______, and _______. • Development of and compliance with a comprehensive and strict harassment _______ is a useful management tactic.

19. Interpersonal Communication • Differs from other forms of communication: • There are usually only a few participants involved • The individuals are in close proximity to each other and feedback is immediate • Your interpersonal communication is critical to creating a positive and respectful workplace

20. Purposes of Effective Interpersonal Communication • To improve interactions with others • To better understand what others say • To establish an identity with a person • To fulfill interpersonal needs

21. Two Factors Affect Interpersonal Communication • What a manager does • Managers should show empathy to employees who are having personal challenges • Empathy is the act of identifying with the feelings, thoughts, or attitudes of another person. • Actions speak louder than words • What a manager says

22. Interpersonal Communication • The on-going professional relationship between the manager and employee is critical.

23. Forms of Interpersonal Communication • Casual conversation • Job performance feedback • Counseling sessions • Coaching Let’s look at Exhibit 6K, page 128: Approach to Handling Constructive Feedback

24. Role of Written Communication • Written and electronic communication can also be used to develop employee-manager relationships • Thank-you notes, short positive messages for encouragement • Letters that are copied to higher-level bosses • Employee surveys that measure whether positive values are being communicated to employees

25. Conflict Resolution • Processes to encourage problem resolution without a formal grievance • Conflict resolution tactics • Negotiation • Mediation • Arbitration

26. Meditation Tactics • Process in which a neutral third party facilitates a discussion and negotiates an agreement • Can result in a win-win compromise • Focuses on identifying misunderstandings • The mediator assures that both parties abide by the solution.

27. Conflict Resolution continued • Teamwork is important in the restaurant business, and there is no place for continued conflict.

28. Mediating a Misunderstanding • Activity page 132-134 in the Competency Guide • You will be divided into groups of three. Decide who will play the role of the mediator and who will play the employees involved in the conflict. Take about five minutes to become familiar with the facts regarding your role. • Follow process listed

29. Employee Performance Appraisals • Are an integral part of developing staff • Review past performance. • Establish new goals. • Consider job-related issues. • Address career development. • Document performance.

30. The Performance Appraisal Process

31. Steps in Employee Performance Appraisals • Step 1 – Schedule the meeting. • Step 2 – Prepare the appraisal. • Step 3 – Conduct the meeting. • Step 4 – Gain agreement. • Step 5 – Develop a plan.

32. Addressing Negative Performance • Eliminate any misunderstandings. • Quantify what is expected of the employee. • Describe exactly when improvement is expected.

33. Delegation Skills Are Important • The process of working with and through others to complete a task or project • Two questions to ask • “What can be delegated?” • “To whom should I delegate?”

34. Steps in Delegation Process • Step 1 – Preparing • Select the task, clearly define, create a checklist, outline results & anticipated resources • Step 2 – Planning • Describe the assignment in detail and determine the level of involvement that the chosen employee is to handle, discuss the level of authority or responsibility the employee will have

35. Steps in Delegation Process • Step 3 – Executing • Manager turns the project or task over to the employee, determine how to resolve issues or changes, give feedback and encouragement to the employee • Step 4 – Assessing and appreciating • Determine if task has been completed, acknowledge the employee’s efforts (which provides motivation for future projects)

36. Activity page 142 • Dealing with Jana • Would someone please read the scenario? • Let’s discuss

37. How Would You Answer the Following Questions? • A manager’s _______ often speak louder than a manager’s words. • _______ is the most preferred method for conflict resolution. • _______ (not personalities) should be considered during performance appraisals. • What are the two critical questions to ask as delegation decisions are made?

38. Affection Arbitration Conflict resolution Control Delegation Empathy Favoritism Key Term Review

39. Inclusion Interpersonal communication Mediation Motivation Motivators Negotiation Nepotism Key Term Review continued

40. Personal treatment Professionalism Satisfiers Self-disclosure Sexual harassment Standard Work styles Key Term Review continued

41. Next week • Article review of Motivation and Employee Development • Read Chapter 7: Win-Win Scheduling Practices