Download Leadership/Leadership Chapter 6

Agenda
 Article reviews on Managing Termination
 Review Your Learning – page 106
 Test Your Knowledge – page 108
 Chapter 6 – Motivation and Employee
Development
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Motivation and Employee Development
6
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 Hospitality and Restaurant Management
Chapter Learning Objectives
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
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.
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.
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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?
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The Spectrum of Motivation
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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
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Motivational Methods Chart
 Create sense of
 Communicate
 Model appropriate
 Empower staff.
engagement.
behavior.
 Maintain positive attitude.
 Treat employees
respectfully.
 Encourage feedback and
involvement.
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regularly.
 Identify individual
motivation factors.
 Recognize high
performance.
Employee Job Expectations
 Professionalism
 Personal treatment
 Work and task support
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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.
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Motivating Employees
Is this manager motivating this employee?
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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
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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?”
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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.
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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.
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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.
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What Kind of Workplace Is This?
Is this a good place to work?
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How Would You Answer
the Following Questions?
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1.
Money is the best motivational incentive for most
employees. (True/False)
2.
Theory _______ suggests that employees accept and
seek work.
3.
Managers must demand three things of themselves to
create a positive work environment: _______,
_______, and _______.
4.
Development of and compliance with a
comprehensive and strict harassment _______ is a
useful management tactic.
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
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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
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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
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Interpersonal Communication
 The on-going
professional
relationship between
the manager and
employee is critical.
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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
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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
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Conflict Resolution
 Processes to encourage problem resolution
without a formal grievance
 Conflict resolution tactics
 Negotiation
 Mediation
 Arbitration
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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.
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Conflict Resolution continued
 Teamwork is
important in the
restaurant business,
and there is no place
for continued conflict.
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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
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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.
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The Performance Appraisal Process
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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.
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Addressing Negative Performance
 Eliminate any misunderstandings.
 Quantify what is expected of the employee.
 Describe exactly when improvement
is expected.
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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?”
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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
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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)
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Activity page 142
 Dealing with Jana
 Would someone please read the scenario?
 Let’s discuss
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How Would You Answer
the Following Questions?
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1.
A manager’s _______ often speak louder than
a manager’s words.
2.
_______ is the most preferred method for
conflict resolution.
3.
_______ (not personalities) should be
considered during performance appraisals.
4.
What are the two critical questions to ask as
delegation decisions are made?
Key Term Review
 Affection
 Delegation
 Arbitration
 Empathy
 Conflict resolution
 Favoritism
 Control
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Key Term Review continued
 Inclusion
 Motivators
 Interpersonal
 Negotiation
communication
 Mediation
 Motivation
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 Nepotism
Key Term Review continued
 Personal treatment
 Sexual harassment
 Professionalism
 Standard
 Satisfiers
 Work styles
 Self-disclosure
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Next week
 Article review of Motivation and Employee
Development
 Read Chapter 7: Win-Win Scheduling Practices
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