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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

  1. 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
  2. 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
  3. 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
  4. 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
  5. 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
  6. 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
  7. 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
  8. 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
  9. 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
  10. 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
  11. 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
  12. 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
  13. 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
  14. 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
  15. 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
  16. 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
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