C. Management # 02

CONTEMPORARY MANAGEMENT ASSIGNMENT # 02 1

1) Define Motivation and briefly define the consequences of motivation on employees.

MOTIVATION

Definition:Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.

Motivation results from the interaction of both conscious and unconscious factors such as the

(1) Intensity of desire or need, (2) Incentive or reward value of the goal, and(3) Expectations of the individual and of his or her peers.

These factors are the reasons one has for behaving a certain way.

An example is a student that spends extra time studying for a test because he or she wants a better grade in the class.

CONSEQUENCES OF MOTIVATION ON EMPLOYEES

In a big-box retail environment, it can be easy to let employee motivation techniques fall through the cracks. With hundreds of employees, a supervisor may only have the window of a morning meeting to motivate employees corporately to perform their best. In a small business, you have more opportunities to motivate your staff. Positive and negative consequences of motivation on employees , need to be part of the picture as you attempt to drive revenue.

Job Satisfaction

An employee rightly motivated by a supervisor should perform better in his specific job role, provided the supervisor understands the role and provides clear coaching. Your small business mission statement should point an employee to a definition of success. For example, if you motivate your employee by clearly stating that success in his position means detailing every car in the lot every other day, and you reward him when he does it, he understands what is expected.

KHADIM ALI SHAH BUKHARI INSTITUTE OF TECHNOLOGY | Prepared By: 8227


Performance

Motivated employees perform better. If you offer commission to a salesperson, she typically tries harder to sell more. If you thank an employee for good customer service, she will likely strive to duplicate it since she feels appreciated. Likewise, if you motivate by threatening to reduce the hours of an underperforming employee, she may also try harder to prevent the negative consequence of the motivation. This "carrot and stick" approach to motivation is common in many realms.

Turnover

If your attempts at motivation are flawed, poorly executed or unrealistic, they may lead to increased turnover. This may come in the form of dismissals or attrition. Employees may see others being rewarded for good performance and feel slighted. Employees that do not understand the rationale for motivation or what is expected of them sometimes do not communicate this angst, they merely stop trying or resign. Staff turnover is expensive and time-consuming, especially for a small business.

Dishonesty

If you motivate wrongly, you may teach staff to be dishonest. Commission sales, not by definition but in special cases, can lead to integrity failure. If you do not tie customer satisfaction in with sales statistics when you motivate your employee, you by default are endorsing sales at any cost. This may lead to bait-and-switch techniques, employee quarreling over sales and over customers, and fabricating statistics. The resulting reduction in customer and employee satisfaction may be costly.



2) Define strategic management and advantage of strategic management.

STRATEGIC MANAGEMENT

Strategic management can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc.

Strategic management allows and organization to be more proactive than reactive in shaping its own future; it allows an organization to initiate and influence activities and thus to exert control over its own destiny. Small business owners, chief executive officers,presidents and managers of many for-profit and non-profit organizations have recognized and realized the benefits of strategic management.

Historically, the principle benefit of strategic management has been to help organizations formulate better strategies through the use of the more systematic, logical and rational approach to strategic choice.

Financial Benefits/Advantages:1. Improvement in sales. 2. Improvement in profitability. 3. Improvement in productivity. Non-Financial Benefits/Advantages:1. Improved understanding of competitors strategies. 2. Enhanced awareness of threats. 3. Reduced resistance to change. 4. Enhanced problem-prevention capabilities.

There are many benefits of strategic management and they include identification, prioritization, and exploration of opportunities.

For instance, newer products, newer markets, and newer forays into business lines are only possible if firms indulge in strategic planning. Next, strategic management allows firms to take an objective view of the activities being done by it and do a cost benefit analysis as to whether the firm is profitable.

Just to differentiate, by this, we do not mean the financial benefits alone (which would be discussed below) but also the assessment of profitability that has to do with evaluating whether the business is strategically aligned to its goals and priorities.

The key point to be noted here is that strategic management allows a firm to orient itself to its market and consumers and ensure that it is actualizing the right strategy.



FINANCIAL BENEFITS

It has been shown in many studies that firms that engage in strategic management are more profitable and successful than those that do not have the benefit of strategic planning and strategic management. When firms engage in forward looking planning and careful evaluation of their priorities, they have control over the future, which is necessary in the fast changing business landscape of the 21st century. It has been estimated that more than 100,000 businesses fail in the US every year and most of these failures are to do with a lack of strategic focus and strategic direction. Further, high performing firms tend to make more informed decisions because they have considered both the short term and long-term consequences and hence, have oriented their strategies accordingly. In contrast, firms that do not engage themselves in meaningful strategic planning are often bogged down by internal problems and lack of focus that leads to failure.

NON-FINANCIAL BENEFITS

The section above discussed some of the tangible benefits of strategic management. Apart from these benefits, firms that engage in strategic management are more aware of the external threats, an improved understanding of competitor strengths and weaknesses and increased employee productivity. They also have lesser resistance to change and a clear understanding of the link between performance and rewards. The key aspect of strategic management is that the problem solving and problem preventing capabilities of the firms are enhanced through strategic management. Strategic management is essential as it helps firms to rationalize change and actualize change and communicate the need to change better to its employees. Finally, strategic management helps in bringing order and discipline to the activities of the firm in its both internal processes and external activities.

15 Key Benefits of a Strategic Management System

1. Taking an organization-wide, proactive approach to a changing global world

2. Building an executive team that serves as a model of cross-functional or horizontal teamwork

3. Having an intense executive development and strategic orientation process

4. Defining focused, quantifiable outcomes measures of success

5. Making intelligent budgeting decisions

6. Clarifying your competitive advantage

7. Reducing conflict; empowering the organization

8. Providing clear guidelines for day-to-day decision making



9. Creating a critical mass for change

10.“Singing from the same hymnal” throughout the organization

11.Clarifying and simplifying the barrage of management techniques

12.Empowering middle managers

13.Focusing everyone in the organization in the same overall framework

14.Speeding up implementation of the core strategies

15.Providing tangible tools for dealing with the stress of change

Closing Thoughts

In recent years, virtually all firms have realized the importance of strategic management. However, the key difference between those who succeed and those who fail is that the way in which strategic management is done and strategic planning is carried out makes the difference between success and failure. Of course, there are still firms that do not engage in strategic planning or where the planners do not receive the support from management. These firms ought to realize the benefits of strategic management and ensure their longer-term viability and success in the marketplace.



3) Why we study the impact of entry and exit barriers while entering into any geographical location.

Why we study the impact of entry and exit barriers while entering into any geographical location is an important topic, but before we press on with a look at the barriers, it is worth briefly considering what the term geographical location ' means.

The topic of geographical location is about the location on the earth of a person, place or thing. The terms location and place in geography are used to notice and or identify a point or an area on the Earth's surface or elsewhere. The term 'location' generally implies a higher degree of certainty than "place" which often has an ambiguous boundary relying more on human/social attributes of place identity and sense of place than on geometry.

Probably the most important characteristic of a geographical location is the extent to which the firms in that location can erect barriers to entry and barriers to exit to stop new competitors from entering the industry. The level of competition faced by a firm is probably the main determinant of its behavior. I felt that the issue of 'barriers' deserved its own Learn-It.



4) What are the major functions of Human Resource Management department?

The human resources department handles many necessary functions of business. It is instrumental in providing labor law compliance, record keeping, hiring and training, compensation, relational assistance and help with handling specific performance issues. These functions are critical because without those functions being completed, your company would not be able to meet the essential needs of management and staff.Functions of Human Resource Department

A typical Human Resource Department is carries out the following functions:

Manpower PlanningIt involves the planning for the future and finding out how many employees will be needed in the future by the business and what types of skills should they possess.It depends on the following factors

The number of people leaving the job The projected growth in sales of the business Technological changes Productivity level of the workers

Job Analysis And Job DescriptionHR Department is also involved in designing the Job analysis and Job description for the prospective vacancies.A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job.Job descriptions are written statements that describe the:

duties, responsibilities, most important contributions and outcomes needed from a position, required qualifications of candidates, and reporting relationship and co-workers of a particular job.

Determining wages and salariesHR Department is also involved in conducting market surveys and determining the wages and salaries for different position in an organization. These decisions may be taken in consultation with top management and the Finance department. Recruitment and SelectionOne of the most important jobs HR departments is to recruit the best people for the organization. This is of crucial importance as the success of any organization depends on the quality of its workforce. Details regarding the recruitment and selection procedure can be found here.


http://www.dineshbakshi.com/People-at-Work/Revision-Notes/recruitment-and-selection-process.html


Performance AppraisalOnce the employees are recruited, the HR Department has to review their performance on a regular basis through proper performance appraisals.

Performance appraisal is the process of obtaining, analysing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does.

On the basis of performance appraisal the HR Department will set up an action plan for each employee. If the employees need any training then he provided that. Training and DevelopmentHR department is constantly keeping a watch over the employees of the organization. In order to improve the efficiency level of the employees they have to undergo regular trainings and development programs. All trainings and development needs are carried out by this department. Training might include on the job or off the job training. Find more information on training here . Employee welfare and motivationHappy employees mean a healthy organization. HR Department conducts various employee welfare activities which might include employees get together, annual staff parties etc. HR department also reviews organizational policies and its impact on the motivation of the employees. Addressing employees grievancesHR department is the link between the workers and the management. Employees’ grievances related work environment are usually entertained and resolved by the HR Department. Labor management relationsFor the smooth operation of any organization, it is crucial to have good labor management relations. HR department has to ensure that these relations are cordial. In case of any labor-management conflict the HR Department will play a vital role in bringing both management parties to the negotiation table and resolving the issue.

Ensure Compliance with Labor LawsOne of the chief duties of the human resources office of your company is to ensure the business operates in compliance with all labor laws. The department has to know and comply with that state’s particular set of rules employment regulations. This includes such issues as the number of breaks given per number of hours worked and the number of hours and the age in which an individual can become employed.


http://www.dineshbakshi.com/People-at-Work/Revision-Notes/types-of-training-and-its-objective.html


Implementing organizational policies HR Department has to coordinate with line manager and see that the organizational policies are being implemented in a proper manner. Disciplinary action can be initiated against employees who are not following organizational rules and regulations. All these actions are conceived and implemented by the HR department. Dismissal and redundancyHR Department has to take firm actions against employees who are not following the organizational code of conduct, rules and regulations. This can result in the dismissal of the employee.Sometimes, an organization may no more require the services of an employee. The employee may be made redundant. HR Department has to see that organizational and government regulations are being followed in this process.

Recruitment and TrainingRecruiting and training new employees are primary responsibilities of the human resources team. This part of the job often entails advertising open positions, interviewing and hiring candidates and setting aside hours devoted to training the new recruits. The human resources department often publishes training materials including handbooks detailing all aspects of the job.

Record KeepingThe HR office is in charge of record keeping for the business. According to the IRS, your company should keep records regarding income, expenses, purchases and a summary of business transactions. The human resources department should also, of course, maintain employees’ records including their individual tax forms. The company’s business license, inventory statistics, insurance records and all other pertinent business information should also be on file.

Payroll and BenefitsThe dispensation of payroll comes under the responsibilities of the human resource office. While payroll often exists as a separate division in large companies, in small businesses, it is generally handled by a small human resources staff. Health care benefits are also handled by the human resource department.

Employee RelationsAnother key function of the HR department is the managing of employee relations. When there is a dispute or misunderstanding between employees or between employees and a manager, it is the human resource officers who mediate the situation. Employees are encouraged to bring relational problems to the attention of the human resources staff for resolution.



Employee Performance Improvement PlansThe human resources department is often instrumental in setting up performance improvement plans commonly called PIPs. In general, these are written proposals designed to help struggling employees improve their work to raise it to a certain expectation level of the company. According to a University of Texas at Dallas publication, the PIP includes a description of the behavior or performance that needs attention, objectives to be met within a certain time period, a plan for accomplishing the improvement along with support resources and detailed consequences if the improvement does not occur.



5) Define various theories of motivation in your own words.

MOTIVATION THEORIES: INDIVIDUAL NEEDS

Motivation is a complex phenomenon. Several theories attempt to explain how motivation works. In management circles, probably the most popular explanations of motivation are based on the needs of the individual.

Several theorists, including Frederick Herzberg, Abraham Maslow, Victor Vroom, Clayton Alderfer, David McClelland, and have provided theories to help explain needs as a source of motivation.

FREDERICK HERZBERG'S TWO-FACTOR THEORY

Frederick Herzberg offers another framework for understanding the motivational implications of work environments.

In his two factor theory, Herzberg identifies two sets of factors that impact motivation in the workplace:

Hygiene factors include salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing. Something as simple as adding music to the office place or implementing a no‐smoking policy can make people less dissatisfied with these aspects of their work. However, these improvements in hygiene factors do not necessarily increase satisfaction.

Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation. For example, managers can find out what people really do in their jobs and make improvements, thus increasing job satisfaction and performance.

Following Herzberg's two‐factor theory, managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs.



ABRAHAM MASLOW'S HIERARCHY OF NEEDS THEORY

Abraham Maslow defined need as a physiological or psychological deficiency that a person feels the compulsion to satisfy. This need can create tensions that can influence a person's work attitudes and behaviors. Maslow formed a theory based on his definition of need that proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order. His premise is that only an unsatisfied need can influence behavior; a satisfied need is not a motivator.

Maslow's theory is based on the following two principles:

Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived needs.

Progression principle: The five needs he identified exist in a hierarchy, which means that a need at any level only comes into play after a lower‐level need has been satisfied.

In his theory, Maslow identified five levels of human needs. Table illustrates these five levels and provides suggestions for satisfying each need.

Although research has not verified the strict deficit and progression principles of Maslow's theory, his ideas can help managers understand and satisfy the needs of employees.







VICTOR VROOM'S EXPECTANCY THEORY

...assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Victor Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individuals’ factors such as personality, skills, knowledge, experience and abilities.

The theory suggests that although individuals may have different sets of goals, they can be motivated if they believe that:

There is a positive correlation between efforts and performance,

Favorable performance will result in a desirable reward,

The reward will satisfy an important need,

The desire to satisfy the need is strong enough to make the effort worthwhile.

The theory is based upon the following beliefs:

ValenceValence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employee’s value.

ExpectancyEmployees have different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision employees need.

InstrumentalityThe perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that.

Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational force such that the employee acts in ways that bring pleasure and avoid pain.



CLAYTON ALDERFER'S ERG THEORY

Clayton Alderfer's ERG (Existence, Relatedness, Growth) theory is built upon Maslow's hierarchy of needs theory. To begin his theory, Alderfer collapses Maslow's five levels of needs into three categories.

Existence needs are desires for physiological and material well‐being. (In terms of Maslow's model, existence needs include physiological and safety needs)

Relatedness needs are desires for satisfying interpersonal relationships. (In terms of Maslow's model, relatedness correspondence to social needs)

Growth needs are desires for continued psychological growth and development. (In terms of Maslow's model, growth needs include esteem and self‐realization needs)

This approach proposes that unsatisfied needs motivate behavior, and that as lower level needs are satisfied, they become less important. Higher level needs, though, become more important as they are satisfied, and if these needs are not met, a person may move down the hierarchy, which Alderfer calls the frustration‐regression principle. What he means by this term is that an already satisfied lower level need can become reactivated and influence behavior when a higher level need cannot be satisfied. As a result, managers should provide opportunities for workers to capitalize on the importance of higher level needs.

DAVID MCCLELLAND'S ACQUIRED NEEDS THEORY

David McClelland's acquired needs theory recognizes that everyone prioritizes needs differently. He also believes that individuals are not born with these needs, but that they are actually learned through life experiences. McClelland identifies three specific needs:

Need for achievement is the drive to excel. Need for power is the desire to cause others to behave in a way that they would

not have behaved otherwise. Need for affiliation is the desire for friendly, close interpersonal relationships and

conflict avoidance.

McClelland associates each need with a distinct set of work preferences, and managers can help tailor the environment to meet these needs.

High achievers differentiate themselves from others by their desires to do things better. These individuals are strongly motivated by job situations with personal responsibility, feedback, and an intermediate degree of risk. In addition, high achievers often exhibit the following behaviors:



Seek personal responsibility for finding solutions to problems Want rapid feedback on their performances so that they can tell easily whether they are

improving or not Set moderately challenging goals and perform best when they perceive their probability

of success as 50-50

An individual with a high need of power is likely to follow a path of continued promotion over time. Individuals with a high need of power often demonstrate the following behaviors:

Enjoy being in charge Want to influence others Prefer to be placed into competitive and status‐oriented situations Tend to be more concerned with prestige and gaining influence over others than with

effective performance

People with the need for affiliation seek companionship, social approval, and satisfying interpersonal relationships. People needing affiliation display the following behaviors:

Take a special interest in work that provides companionship and social approval Strive for friendship Prefer cooperative situations rather than competitive ones Desire relationships involving a high degree of mutual understanding May not make the best managers because their desire for social approval and friendship

may complicate managerial decision making

Interestingly enough, a high need to achieve does not necessarily lead to being a good manager, especially in large organizations. People with high achievement needs are usually interested in how well they do personally and not in influencing others to do well. On the other hand, the best managers are high in their needs for power and low in their needs for affiliation.

LOCKE'S GOAL SETTING THEORY



Locke's research showed that there was a relationship between how difficult and specific a goal was and people's performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals.

Telling someone to "Try hard" or "Do your best" is less effective than "Try to get more than 80% correct" or "Concentrate on beating your best time." Likewise, having a goal that's too easy is not a motivating force. Hard goals are more motivating than easy goals, because it's much more of an accomplishment to achieve something that you have to work for.

A few years after Locke published his article, another researcher, Dr Gary Latham, studied the effect of goal setting in the workplace. His results supported exactly what Locke had found, and the inseparable link between goal setting and workplace performance was formed.

In 1990, Locke and Latham published their seminal work, "A Theory of Goal Setting and Task Performance." In this book, they reinforced the need to set specific and difficult goals, and they outlined three other characteristics of successful goal setting.

Five Principles of Goal SettingTo motivate, goals must have:

1. Clarity.2. Challenge.3. Commitment.4. Feedback.5. Task complexity.

Let's look at each of these in detail.

1. Clarity

Clear goals are measurable and unambiguous. When a goal is clear and specific, with a definite time set for completion, there is less misunderstanding about what behaviors will be rewarded. You know what's expected, and you can use the specific result as a source of motivation. When a goal is vague – or when it's expressed as a general instruction, like "Take initiative" – it has limited motivational value.

To improve your or your team's performance, set clear goals that use specific and measurable standards. "Reduce job turnover by 15%" or "Respond to employee suggestions within 48 hours" are examples of clear goals.

When you use the SMART acronym to help you set goals, you ensure the clarity of the goal by making it Specific, Measurable and Time-bound.

2. Challenge



One of the most important characteristics of goals is the level of challenge. People are often motivated by achievement, and they'll judge a goal based on the significance of the anticipated accomplishment. When you know that what you do will be well received, there's a natural motivation to do a good job.Rewards typically increase for more difficult goals. If you believe you'll be well compensated or otherwise rewarded for achieving a challenging goal, that will boost your enthusiasm and your drive to get it done.Setting SMART goals that are Relevant links them closely to the rewards given for achieving challenging goals. Relevant goals will further the aims of your organization, and these are the kinds of goals that most employers will be happy to reward.When setting goals, make each goal a challenge. If an assignment is easy and not viewed as very important – and if you or your employee doesn't expect the accomplishment to be significant – then the effort may not be impressive.

3. Commitment

Goals must be understood and agreed upon if they are to be effective. Employees are more likely to "buy into" a goal if they feel they were part of creating that goal. The notion of participative management rests on this idea of involving employees in setting goals and making decisions.One version of SMART – for use when you are working with someone else to set their goals – has A and R stand for Agreed and Realistic instead of Attainable and Relevant. Agreed goals lead to commitment.This doesn't mean that every goal has to be negotiated with and approved by employees. It does mean that goals should be consistent and in line with previous expectations and organizational concerns. As long as the employee believes that the goal is consistent with the goals of the company, and believes the person assigning the goal is credible, then the commitment should be there.I interestingly, goal commitment and difficulty often work together. The harder the goal, the more commitment is required. If you have an easy goal, you don't need a lot of motivation to get it done. When you're working on a difficult assignment, you will likely encounter challenges that require a deeper source of inspiration and incentive.As you use goal setting in your workplace, make an appropriate effort to include people in their own goal setting. Encourage employees to develop their own goals, and keep them informed about what's happening elsewhere in the organization. This way, they can be sure that their goals are consistent with the overall vision and purpose that the company seeks.

4. Feedback



In addition to selecting the right type of goal, an effective goal program must also include feedback. Feedback provides opportunities to clarify expectations, adjust goal difficulty, and gain recognition. It's important to provide benchmark opportunities or targets, so individuals can determine for themselves how they're doing.These regular progress reports, which measure specific success along the way, are particularly important where it's going to take a long time to reach a goal. In these cases, break down the goals into smaller chunks, and link feedback to these intermediate milestones.SMART goals are Measurable, and this ensures that clear feedback can be provided.With all your goal setting efforts, make sure that you build in time for providing formal feedback. Certainly, informal check-ins are important, and they provide a means of giving regular encouragement and recognition. However, taking the time to sit down and discuss goal performance is a necessary factor in long-term performance improvement. See our article on Delegation for more on this.

5. Task Complexity

The last factor in goal setting theory introduces two more requirements for success. For goals or assignments that are highly complex, take special care to ensure that the work doesn't become too overwhelming.People who work in complicated and demanding roles probably have a high level of motivation already. However, they can often push themselves too hard if measures aren't built into the goal expectations to account for the complexity of the task. It's therefore important to do the following:Give the person sufficient time to meet the goal or improve performance.Provide enough time for the person to practice or learn what is expected and required for success.The whole point of goal setting is to facilitate success. Therefore, you want to make sure that the conditions surrounding the goals don't frustrate or inhibit people from accomplishing their objectives. This reinforces the "Attainable" part of SMART.

ADAMS’ EQUITY THEORY



Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition,and so on). According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented, motivated employees.

The Theory Summarized:

Adams' Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist, who developed his job motivation theory in 1963. Much like many of the more prevalent theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), Adams' Equity Theory acknowledges that subtle and variable factors affect an employee's assessment and perception of their relationship with their work and their employer.The theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to respond to this is different ways, including de-motivation (generally to the extent the employee perceives the disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in more extreme cases, perhaps even disruptive.

How to apply the Adams' Equity Theory:It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job satisfaction, motivation level, etc., and what can be done to promote higher levels of each.

To do this, consider the balance or imbalance that currently exists between your employee's inputs and outputs, as follows:

Inputs typically include:

Effort Loyalty Hard Work Commitment Skill Ability Adaptability Flexibility Tolerance Determination Enthusiasm Trust in superiors Support of colleagues Personal sacrifice

Outputs typically include:



Financial rewards (such as salary, benefits, perks) Intangibles that typically include:

Recognition Reputation Responsibility Sense of Achievement Praise Stimulus Sense of Advancement/Growth Job Security

While obviously many of these points can't be quantified and perfectly compared, the theory argues that managers should seek to find a fair balance between the inputs that an employee gives, and the outputs received.

And according to the theory, employees should be content where they perceive these to be in balance.


C. Management # 02

Documents

employee motivation

motivation definition

employee quarreling

underperforming employee

hundreds of employees

sales statistics

commission sales

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