Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 4 - Jack E. Miller, John R. Walker, Karen Eich Drummond

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Chapter 4 - Creating a positive work environment. This chapter presents the following content: Employee expectations and needs; motivation; theories of motivation; applying theory to reality: limiting factors; building a positive work climate; focus: the individual; focus: the job; focus: the supervisor.

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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 4 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter 4: Creating a Positive Work Environment • Employee Expectations and Needs • Motivation • Theories of Motivation • Applying Theory to Reality: Limiting Factors • Building a Positive Work Climate • Focus: The Individual • Focus: The Job • Focus: The Supervisor 1
Employee Expectations and Needs: • Technical competence. • Act like a boss (make decisions, take stands, stay in charge). • Be fair, treat them equally. • Feedback on performance (and for you to listen). • New supervisor to observe them resist change to work customs. • Treat the like human beings, know who they are, what they do, how well they do it. 2
Motivation: • Motivation is what makes people tick: the needs, desires, fear, and aspirations within that makes you do what you do. It is the why in human behavior. • Motivation comes from within, You cannot motivate people to do good work, but by getting to know your employees you can activate their own motivations. 3
Theories of Motivation • Motivation Though Fear: uses coercion, threats, and punishment. • CarrotandStick: combines fear with incentives. • Economic Man (person): Frederic Taylor money is the only thing that people work for. • Human Relations Theory: If workers are treated as people they will get the job done. 4
Maslow’s Hierarchy of Needs Selfactualization: the desire to fulfill one’s Self own potential Fulfillmen t Ego needs Social Needs Safety Needs Physiological Needs 5
Theories of Motivation Continued: • Theory Y(McGregor): If you get people to work that will fill a basic need: Their own motivation will take care of performance. • Behavior Modification: All behavior is a function of its consequences. To improves performance give positive reinforcement (attention, praise). 6
Theories of Motivation Continued: • Herzberg’s Motivation Hygiene Theory: Inadequacies in the job environment create dissatisfaction (called dissatisfiers), hygiene or maintenance factors. Certain factors in the job itself provide motivation and satisfaction (motivators). • Hygiene factors are compensation, supervision, working conditions, and company policy. • Motivators are recognition, responsibility, achievement, advancement, and work itself. 7
Applying Theory to Reality: Limiting Factors • Nature of many jobs: dull, unchallenging, and boring. • Company policy, administration, and management philosophy. You must be in harmony with the companies goals, and meet with rules and regulations. • Extent of your responsibility, authority, and resources. • Kinds of people that work for you ( I am only working here until…). • Development of employees. • Time. • Constant pressures. 8
Building a Positive Work Climate • Morale: a group spirit with respect to getting the job done. • Morale is made up of individual attitudes toward the work that pass quickly from one person to another until everyone in the group shares the mood. • High morale is the best thing that can happen in a enterprise. • To build a positive work climate focus on: the individual, the job and the supervisor. 9
Focus: The Individual • Get to know your people. • Deal with security needs: inform, train, structure the work, support, give positive reinforcement, evaluate, praise, build confidence. • Deal with social needs: satisfy the need for acceptance make people feel comfortable, coach them, encourage them, get them on your side. 10
Reward You Employees • Give recognition in a positive manner. • Don’t pit employees against each other in a contest. • Recognize all employees not just top performers. • Use an objective criterion to give rewards. • Recognize employees in a timely manner. • Occasionally reward when it is least expected. • Tie award to true accomplishments. • Make rewards of appropriate value. • Rewards should be something desired by employees. 11
Focus: The Individual Continued • Develop you workers through training, feedback, encouragement, support, positive reinforcement, and involving them. • Empower your employees give them additional responsibility, and authority. • Continue to develop yourself. 12
Focus: The Job • Provide an attractive, safe, and secure job environment. • Put the right person in the right job. • Make the job interesting and challenging. • Delegate. • Rearrange work to add responsibility, challenges, etc. • Arrange team responsibility for an entire unit of work. 13
Job Loading vs. Job Enrichment • Job Enrichment: shifting the way things are done to provide more responsibility for one’s work and more opportunity for achievement and recognition. • Job Loading: Building in job motivators to enrich jobs. This does not mean additional, but similar tasks. 14
Focus: The Supervisor • The supervisor holds the key to a good work climate. • Employees can be motivated though the supervisors enthusiasm and expectations. • Establish a climate of honesty. 15
Set a Good Example • Role Model you set a example that your workers will copy. • Management By Example If you want a fair days work from employees give a fair days work to them. 16