Supervising and Motivating Employees

1. Supervising and Motivating Employees • Human Resources Management and Supervision 6 OH 6-1

2. Supervising Employees

3. Supervising Employees • After the orientation process is completed, staff members must be supervised, developed, trained, evaluated, and rewarded. These are among the activities that are part of a supervisor’s responsibility. • Some operations make a distinction between “managers” and other “supervisors” who direct the work of hourly employees.

4. Challenges Confront New Supervisors • Tasks performed by supervisors are different from those done by hourly employees. • The task of supervising people is different than performing technical tasks. • Supervisors help new employees when necessary, so they must know how to do the work of the staff they lead. • Some supervisors lose their sense of accomplishment when they are not doing “physical” work. • A supervisor sets and monitors quality, productivity, and efficiency standards

5. Making the Transition to Supervisor This is the server’s last shift as a server. Tomorrow he will begin work as a dining supervisor and will find that work tasks and responsibilities are very different.

6. Building and Managing Employee Relationships • Good supervisors can adjust from being a group member to a group leader. • Decisions must be made that are best for the operation, its customers, and its employees. They cannot be influenced by past relationships with their employee peers. • Effective supervisors are clear and careful about what they say (and don’t say), and are honest and fair.

7. What Motivates Employees • A supervisor cannot motivate anyone; motivation must come from within each person. • Good supervisors create conditions that allow employees to be motivated. • While every person is different, there are some factors that typically do (and do not) motivate people.

8. Maslow’s Hierarchy of Needs

9. Maslow’s Hierarchy of Needs • Physiological needs relate to the body, such as the need for food, water, air, or sleep. At work these needs can be met by comfortable heating, air-conditioning, lighting, meal and rest breaks, and limits on work hours. • Safety needs deal with things that make people feel secure and keep them safe. In the workplace, these include fair wages, healthcare and other benefits, safety procedures, and protective equipment. • Social needs involves a person’s need to be with others and include love, belonging, and friendship. In the workplace, these needs can be met through friendship, teamwork, and a sense of belonging or acceptance.

10. Maslow’s Hierarchy of Needs • Esteem (ego) needs focus on how people feel about themselves, and how they perceive others feel about them. In the workplace, these needs may be met through recognition, promotions, job titles, acknowledgements, and other factors. • Self-actualization needs relate to the realization that one is doing the best that it is possible to do. In the workplace, this need can motivate

11. Maslow’s Hierarchy of Needs continued • As soon as a lower need is fulfilled, a person is typically motivated to fulfill the next higher need. • Needs vary for each individual. • Needs change; what motivates a person at one time may not motivate him/her at another time.

12. Motivation-Hygiene (Two-Factor) Theory • Many people assume that factors that motivate employees and that demotivate them are opposites. • The two-factor theory identifies different factors that motivate and demotivate employees.

13. Two-Factor Theory— Motivation Factors • Esteem • Accomplishment • Contribution • Responsibility • Acknowledgement • Recognition • Growth • Motivation factors encourage employees to work harder, to go beyond the ordinary, and to make a difference in the workplace. • Since these factors make employees feel happy about their workplace, they are sometimes called “satisfiers”.

14. Two-Factor Theory—Hygiene Factors • Working conditions • Company policies • Hours • Equipment • Fair pay • Health benefits • Time off • Working relationships • Supervisory style • Hygiene factors can maintain employee satisfaction or make them unhappy, but they cannot motivate employees to do better work. • The absence of a hygiene factor can cause dissatisfaction. • Improving hygiene factors benefits the operation; for example, it shows employees that the managers care, helps to prevent poor morale and turnover, and models the respectful and caring behavior that is important in the work environment.

15. Effective Supervisors Plan for Success • They have a clear vision of the desired workplace and how to get there. • They are able to plan and organize the work of teams. • They are able to consider the need for future improvements.

16. How Do Supervisors Communicate? Effective supervisors discuss plans and how they may be accomplished with staff assistance. Listed below are ways supervisors may communicate with their team: • In shift meetings • During production meetings • With employee bulletin boards • By management group meetings

17. Supervisors Must Reinforce Positive Performance • Provide feedback. • Provide feedback in a timely manner with specific suggestions about what to do differently. • Maintain a professional and positive attitude. • When improvements are noted, compliment the employee as soon as possible, and encourage continued improvement. • Encourage continued on-job success.

18. Supervisors Must Reinforce Positive Performance • Recognize and complement successful performance. • Employees who follow policies and meet or exceed standards should be complimented or rewarded for doing so. • Examples of rewards include preferred work schedules, transfers, cross training, educational opportunities, new assignments, bonuses, promotions, and raises.

19. Progressive Discipline • Employee is encouraged and reminded about proper performance. • The employee is given notice about below-standard behaviors with a reminder to improve. • Written feedback is provided. • More serious consequences that eventually end in termination are used for repeated problems. • Document, document, document!

20. Motivating Employees Everyday • Acknowledge them. • Express appreciation. • Share information. • Express interest. • Involve them.

21. Acknowledge Employees • Say “hello.” • Call people by name. • Make eye contact. • Greet each employee at the start of each shift. • Say “goodbye” at the end of each shift.

22. Express Appreciation • Extend your thanks by inserting a positive note in the employee’s file. • Publicly express your appreciation or that of a guest.

23. Sharing Information • Keep employees informed. • Explain why changes are needed. • Ask for employees’ help in solving problems.

24. Expressing Interest • Expressing interest shows that you care about employees as individuals and as staff members. • Do not get too personal in your questions. (There may be a fine line between harmless interest about employees, and employee concerns about harassment, discrimination, or “nosiness.”) • When you ask a question, listen to the answer, and show you are interested.

25. Employee Involvement • Recognizes employees as valuable individuals and team members. • Provides opportunities for responsibility, contribution, creativity, and growth. • Shows the manager’s commitment to the team and to teamwork. • Yields better plans and decisions. • Page 138 of your text, exhibit 6h are exaples for employee involvement

26. Creating Recognition and Incentive Programs • Incentive programs encourage employees to meet goals by offering a reward. • Goals must be high but realistic. • Employees must know the rules, and how they will be measured. • Participants’ progress must be easy to measure. • Programs should not be too lengthy. • Regular communication is important. • Rewards must reflect the employees’ efforts.

27. Examples of Incentive Programs • Service awards • Employee of the Month (or Quarter or Year) • Sales and productivity awards • Customer satisfaction awards • Safety awards • Longevity and perseverance awards

28. Key Term Review • Coaching —formal program in which an employee is matched with an experienced employee or supervisor who helps the employee achieve career goals or increase skills and knowledge. Coaching can also be an informal activity that involves observing an employee’s behavior and then providing feedback on ways to improve performance. • Dissatisfiers —same as hygiene factors or maintenance factors in the two-factor motivation theory • Ego needs —needs that focus on how people feel about themselves, and how they perceive others feel about them; also called esteem needs in Maslow’s hierarchy of needs theory

29. Key Term Review • Employment at will —doctrine followed in some states in which employers can fire employees for any reason, and employees can resign from the organization for any reason. Note: This definition expands upon that noted on page 133. • Esteem needs —same as ego needs in Maslow’s hierarchy of needs theory • Hygiene factors —work situations that can make employees unhappy and prevent them from doing a good job • Incentive program —program that is designed to encourage employees to meet specific goals by offering some kind of reward

30. Key Term Review continued • Maintenance factors —same as hygiene factors or dissatisfiers in the two-factor motivation theory • Maslow's hierarchy of needs —theory of motivation that suggests human beings have five basic needs that arise or evolve in a specific hierarchy or order • Motivation factors —according to the two-factor theory, motivation factors include opportunities for esteem, accomplishment, contribution, responsibility, acknowledgement, recognition, and growth • Motivation-hygiene theory —same as two-factor motivation theory

31. Key Term Review continued • Mystery shoppers —people who visit restaurants for pre-approved visits posing as guests, and who evaluate the operation’s service, products and environment. Note: This definition is an enhancement of the definition on page 144. • Physiological needs —according to Maslow’s hierarchy of needs theory, these needs relate to the body, such as the need for food, water, air, or sleep. • Primary needs —according to Maslow’s hierarchy of needs theory, these needs refer to one’s social, safety, and physiological needs. • Progressive discipline —model of discipline in which the employee has adequate warning and support to improve his or her behavior and performance

32. Key Term Review continued • Role model —concept that a supervisor’s behavior sets an example that employees will imitate • Safety needs —according to Maslow’s hierarchy of needs theory, safety needs deal with those things that make a person feel secure or keep them safe • Satisfiers —according to the two-factor motivation theory, these are the same as motivation factors • Self-actualization —according to Maslow’s hierarchy of needs theory, self-actualization relates to the realization of one’s own potential

33. Key Term Review continued • Social needs —according to Maslow’s hierarchy of needs theory, social needs involve the needs of people to be with others • Two-factor theory —motivation theory that identifies sets of factors that can motivate and demotivate employees; also called motivation-hygiene theory • Wrongful termination —act of firing employees for arbitrary, unproven, or discriminatory reasons