Application Exercise Discussion Finish Chapter 3 Review Questions Chapter 3 Chapter 4- Leaders Facilitate Employee Performance AGENDA.

Application Exercise DiscussionFinish Chapter 3Review Questions Chapter 3Chapter 4- Leaders Facilitate Employee

Performance

AGENDA

Leaders Facilitate Employee Performance

MOTIVATION AND EMPLOYEE DEVELOPMENT

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.

CHAPTER LEARNING OBJECTIVES

http://www.youtube.com/watch?v=lSM1mvMypWU

MOTIVATION

From Dictionary.com: noun 1. the act or an instance of motivating, or providing with a reason to act in a certain way

The incentive to get people in motion or get them moving in the right direction.

Effective managers discover ways to provide a work environment that encourages self-motivation.

WHAT IS MOTIVATION?

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, encouragement or threats?Which do you think works better?

LET’S THINK ABOUT IT……

THE SPECTRUM OF MOTIVATION

High motivation usually occurs when there is great chance for advancement or the possibility of punishment.

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 for the item being the

most important to you, 1 being the least important

ACTIVITY

Let’s look at the entire class as a groupRank 10 to 1, 10 being most important

Factors Individual Class

High wagesJob securityPromotion in companyHelp with personal problemsStimulating workLoyalty of supervisorTactful disciplineAppreciation of work well doneGood working environment Involvement

WHAT DO PEOPLE WANT FROM THEIR JOBS?

Intrinsic – Received by the employee through task performancePride in one’s workSense of accomplishmentEnjoying being part of a teamMaking work more meaningful

Extrinsic – Given to the employee by some other person in the organizationEmployer provided - $, promotion, benefits

INTRINSIC AND EXTRINSIC REWARDS

ProfessionalismPersonal treatmentWork and task support

EMPLOYEE JOB EXPECTATIONS

Theory X = people do not like to work and must be controlled and directed.

Theory Y = employees seek fulfilling work.

Process theoriesExpectancy 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.

MOTIVATIONAL THEORIES

ADDITIONAL THEORIES

Is this manager motivating this employee?

MOTIVATING EMPLOYEES

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

Focus on employees (acknowledge)Make an honest effort to meet employees needsBe honest and upfrontAvoid favoritism & nepotism

Assure open communication channels.Celebrate successes and build teams.Promote diversity and fairness.

TO BUILD A POSITIVE WORK CLIMATE

Express appreciationShare informationInvolve employees

TO BUILD A POSITIVE WORK CLIMATE, CONT.

They must

Have patience

Maintain dedicated effort

Exhibit genuine concern

A good question to ask yourself is, “How do I help or hinder the efforts of my staff when they are doing their jobs?”

MANAGERS INFLUENCE THE WORK ENVIRONMENT

IS THIS A HEALTHY WORK ENVIRONMENT?

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.

Other forms of harassment/discrimination: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.

SEXUAL HARASSMENT MUST BE AVOIDED

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 111).

HARASSMENT-FREE WORKPLACE POLICY

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.

CREATING A HARASSMENT-FREE WORKPLACE

Is this a good place to work?

WHAT KIND OF WORKPLACE IS THIS?

1. Money is the best motivational incentive for most employees. (True/False)

2. Fair pay and work breaks are examples of (maintenance or motivation) factors?

3. The kitchen manager overhears male employees joking in the kitchen and notices Maria, the only female chef seems a little uneasy, what should his action be?

4. Development of and compliance with a comprehensive and strict harassment _______ is a useful management tactic.

HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?

Differs from other forms of communication:There are usually only a few participants involvedThe individuals are in close proximity to each other Feedback is immediate

Your interpersonal communication is critical to creating a positive and respectful workplace

INTERPERSONAL COMMUNICATION

To improve interactions with othersTo better understand what others sayTo establish an identity with a personTo fulfill interpersonal needs

PURPOSES OF EFFECTIVE INTERPERSONAL COMMUNICATION

What a manager doesYOU ARE A ROLE MODELActions speak louder than words

What a manager saysManagers should show empathy to employees who are

having personal challengesEmpathy is the act of identifying with the feelings, thoughts,

or attitudes of another person

TWO FACTORS AFFECT INTERPERSONAL COMMUNICATION

Stephen R. Covey – Habit 5 from The 7 Habits of Highly Effective People:

Seek First To Understand,

Then To Be Understood

http://www.youtube.com/watch?v=v5aszu84FLM

EMPATHIC LISTENING

The on-going professional relationship between the manager and employee is critical.

INTERPERSONAL COMMUNICATION

Casual conversation

Establishing employee development plans

Job performance feedback

Counseling sessions

Coaching

FORMS OF INTERPERSONAL COMMUNICATION

Why do skills have to change?

Improved productivity is required

Changes are planned in the workplace

Career advancement or change is desired

Promotion

EMPLOYEE DEVELOPMENT PROGRAM

Who is responsible?

Employer and Employee

Employer provides guidance, opportunities and sometimes the

cost

Employee must provide desire, effort and achievement of goals

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

Step 2 – Select Development MethodsInternal methods: projects, cross-training, training in

different department

External methods: formal educational facility, trade or professional association seminars, on-line certification or educational programs, etc.

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

Step 3 – Approve and Implement the PlanDetermine exchange of payment if company is

sponsoringAllocate and schedule appropriate time (release)How will success be measured

Step 4 & 5– Monitor Progress and Evaluate PlanCan be formal or informal based on plan

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

Step 6 & 7 – Celebrate and Maintain Success

Formal report or summary may be required

Acknowledge completion and recognize successContinue with a new plan for additional development

EMPLOYEE DEVELOPMENT PROGRAM , CONT.

Sources of conflictWork or process relatedPersonalities incompatible

CONFLICTS

It’s simple (if not easy), Dr. Covey says, if you Make a Practice of Doing Two Things:

* “Before you begin, say to each other: ‘we agree that we will look for a new alternative.” You must be willing to let go entirely of your position to make room for the creative conception of a third way. Declare that you are willing to do this.

* “Always restate the other party’s position to his or her satisfaction before stating your own point of view.” You don’t have to accept it, just restate it until the other party is satisfied that you understand it. Comprehension seeds a sense of empathy. Articulating their view first defuses confrontation.

CONFLICT RESOLUTION

Scarce Resources

Jurisdictional Ambiguities

Communication Breakdowns

Personality Clashes

Power and Status Differences

Goal Differences

CAUSES OF TEAM CONFLICT

Define what the conflict is aboutIt’s not you vs. me; it’s you and I vs. the problemIdentify your shared concerns against your one shared

separationSort out interpretations from factsDevelop a sense of forgivenessLearn to listen activelyPurify your heart

SEVEN ATTITUDES TO HELP DISSOLVE CONFLICT

http://www.youtube.com/watch?v=mo58-BlQhAw&feature=relmfu

CONFLICT AND DR. COVEY

Processes to encourage problem resolution without a formal grievance – page 116.

Conflict resolution tacticsNegotiation- discussion with those involved with goal of

agreement all can acceptMediation- neutral 3rd party facilitates discussion and

negotiates an agreementArbitration- 3rd party listens and reviews facts and makes a

decision to settle the conflict

CONFLICT RESOLUTION

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

CONFLICT RESOLUTION CONTINUED

Review past performance.Establish new goals.Consider job-related issues.Address career development.Document performance.

EMPLOYEE PERFORMANCE APPRAISALS

THE PERFORMANCE APPRAISAL PROCESS

Step 1 – Schedule the meeting and prepare for the review.

Step 2 – Conduct the meeting.

Step 3 – Closing and follow-up.

STEPS IN EMPLOYEE PERFORMANCE APPRAISALS

Informal efforts to improve job performance

COACHING

Eliminate any misunderstandings.

Quantify what is expected of the employee.Describe exactly when improvement

is expected.

ADDRESSING NEGATIVE PERFORMANCE

1. A manager’s _______ often speak louder than a manager’s words.

2. _______ is the most preferred method for conflict resolution.

3. When 2 or more employees reach a point in their conflict resolution process where a decision has to be made for them, they need to utilize ______________.

4. _______ (not personalities) should be considered during performance appraisals.

HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?

Chapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee Performance

Key Terms:

Arbitration A process in which a neutral third party listens and reviews facts and makes a decision to settle a conflict.

Coaching An informal process that reinforces positive job performance and corrects negative performance; it involves considerable listening skills, patience, and focus.

Conflict resolution Processes that encourage finding solutions to problems before more formal grievance procedures are needed.

Cross-training Training an employee to do work that is not normally part of his or her position.

Discrimination Treating persons unequally for reasons that do not relate to their legal rights or abilities.

Employee development program An organized series of actions planned to expand an employee’s skills and knowledge.

Esteem needs Needs that focus on how people feel about themselves and how they think others feel about them.

Chapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee Performance

Key Terms continued:

Harassment Unwelcome conduct based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability, or genetic information.

Herzberg’s two-factor theory A theory that identifies two different sets of factors that can motivate (motivation factors) and demotivate (maintenance factors) employees.

Hostile environment (sexual harassment) An environment that is sexually demeaning or intimidating (creating fear).

Incentive A factor such as recognition or wanting to be part of a group that makes employees act in ways that help them reach personal goals.Maintenance factor (two-factor theory) Things that, if not taken care of, can make employees unhappy and prevent them from doing a good job.

Chapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee Performance

Key Terms continued:

Maslow’s hierarchy of needs A theory that identifies five basic human needs, which typically arise in a certain order. As soon as one need is fulfilled to the desired extent, a person is motivated to fulfill the next need.

Mediation A process in which a neutral third party facilitates a discussion of difficult issues and makes suggestions about an agreement.Motivation The process of providing a person with a reason to do something.

Motivation factor (two-factor theory) Things that motivate people. Motivation factors can be personal and difficult to measure.

Negotiation A discussion between involved persons with the goal of reaching an acceptable agreement.

Personnel file A file that is maintained for each employee and contains confidential documents including employment application, emergencycontact form, disciplinary action history, and current personal information.

Chapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee Performance

Key Terms continued:

Physiological needs Needs that relate to the body and include food, water, air, and sleep.

Progressive discipline A process that involves a series of punishments that become more serious as unacceptable performance continues.Quid pro quo (sexual harassment) Sexual harassment that occurs when one person asks for or expects an action of a sexual nature from another person in return for that person’s employment or advancement.Safety needs Needs concerning those things that make people feel secure or keep them safe.

Self-actualization The drive to do the very best that one can do, which can make people push themselves, learn new things, and be creative.Sexual harassment Unwelcome behavior of a sexual nature that interferes with an employee’s job performance.

Chapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee PerformanceChapter 4 Leaders Facilitate Employee Performance

Key Terms continued:

Social needs Needs that involve interaction with others, including love, belonging, and friendship.

Zero tolerance A policy that allows no amount of harassing behavior.

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.

CHAPTER LEARNING OBJECTIVES—WHAT DID YOU LEARN?

Article Reviews Review Questions – Chapter 4Case Scenarios in Hospitality Supervision –

Case 21 – The Chef’s Expertise is Beyond My ScopeCase 30 – The GM’s Morning RoundCase 39 – That’s Just How the Chef Is!

Read Chapter 5 – Leaders Facilitate Teamwork

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