To develop this motivation
plan the DiSC assessment results from the Learning Team members
will be used, starting by interviewing one of the team members to gather information
about team member’s organization, the department he/she works in, and his or
her job description.
Also, includes a plan to be
applied to the team member's department and that would increase the Learning
Team members motivation, satisfaction, and performance based on their personal
profiles, as if they were employees of that department.
In addition, we
will analyze specific differences in attitudes, emotions, personalities, and
values among the Learning Team members, and address how each difference might
be used to positively influence behavior.
I. Interview one of the team members to gather
information about team member’s organization, the department works in and his
or her job description.
Team member: Frances
Guzmán
Team member’s organization: Forever 21 Stores
Department: Sales
Position: Sales
Associate
The
Sales associate, welcomes and offers outstanding customer service while getting
utmost sales results; keeps a pleasant, courteous manner at all times with
customers, bosses, and associates; and makes certain the store preserves its
first-rate visual presentation (Forever 21, 2013).
II. Write a plan that may
be applied to your team member's department and that would increase your
Learning Team members' motivation, satisfaction, and performance based on their
personal profiles, as if they were employees of that department.
Our plan will consist of a Labor Reward System to motivate employees, making them feel satisfied and emphasizing
performance.
The remuneration and incentives contribute to the implementation of our strategies
that shape the behavior
of individuals and the group. Our rewards plan is well
designed, and consistent with the
objectives and structure of the
organization (Tatar, 2011). It motivates the employees
to direct their performance toward the goals of the organization. The reward system is
compatible with the character of
the risky strategy.
Our organization faced a number of options
to establish an
incentive scheme (Robbins & Judge, 2013):
·
Do we
need to take the form of cash bonuses or equity?
·
How can
we measure the results?
·
How
many managers have discretion to award bonuses?
·
What
will be the amount of bonds?
Our idea is to match the program to the
objectives of the organization. Our Incentive schemes can promote decision
making in the short or long term, take more or less risk , more or less
cooperation with other managers and other similar aspects . We must reconsider
the rewards as today; many companies rely on their reward systems to help them
implement their strategies (Tatar, 2011). Rewards and incentives are a key part
of the life of our organization as the company plays an important role in
society in general (Robbins & Judge, 2013). The central idea is that our people
adopt a behavior because this will produce rewards, as well as the concept has
evolved from the implementation of the strategy, many people have argued that
it is necessary to link the achievement and implementation of goals and a
strategic plan specific system of rewards.
Informal
Rewards
Informal rewards are those that are
granted on the initiative of the executive on the basis of performance. The
guidelines for our effectively reward, and recognize the work of employees is:
·
Adapt
the reward to the person.
·
Start
with the personal preferences of the individual
·
Reward
them in a way that is truly satisfying for them.
·
Adjust
the award achievements.
For reinforcement to be effective against
a good performance we are keeping in mind how much it means the attainment of
the employee. An employee, who completes a project that invested time, must be
better rewarded than another which only terminal demanded a certain task time.
The reward should be based on the quality of time spent on certain task. And
also be timely and specific. To be effective, our rewards must be granted as
soon as it achieves the performance or the result. The rewards that take weeks
or months result in failing to motivate employees. We do not forget to say why
they are receiving the reward, for example, we will place the accomplishment in
context.
Rewards for specific actions and achievements
This means our company reward schemes that are
especially important for the entire organization, such as cost-saving ideas,
exceptional customer service and achieving a certain sales goal. One of the
most common rewards in our organizations will be “outstanding Employee "
or "Employee of the Month". This type of recognition can be based on
various criteria, formal or informal, and may be granted for outstanding
accomplishments both as by many commendable activities. The award is more
important if candidate selection coworkers involved and not just managers. For our
staff to be productive, feel satisfied, and motivated with efficient
performance must be highly valued and rewarded. When a team of employees must
get an achievement our practice will be to reward the entire team. If the
company only expresses gratitude to the leader or the best performing member of
the group, it tends to lose motivation.
Formal rewards
It is one of the rewards programs developed by the
company on our own to keep staff motivated (Honore, 2009). A letter of thanks
or praise in public is a meaningful way to recognize the efforts and
achievements of one person, but if that is the only way to recognition that
uses the manager soon loses their effectiveness.
Our basic rule can be considered as the following:
- For every four informal rewards (for example, a "thank you very much“), should be given recognition a little more formal (for example, a paid day off), and
- For every four formal rewards should be an even more formal (for example, a plate or praise in public during a meeting of the company) and so on until salary increases, promotions, special assignments.
We recommend our joint of directors to effectively
reward employees and do not use massive incentives. Giving the same prize to
everyone only inspires them a desire to excel, but on the contrary, can harm
the performance of employees who obtained the highest results, seeing no duly
recognized for they exceptional effort.
III. Analyze specific differences in attitudes, emotions,
personalities, and values among your Learning Team members, and address how
each difference might be used to positively influence behavior.
Among the differences found in the members of the
group, we find the routine, monotony and boredom, depending on the type of
leader according to the results on the DiSC Platinum Assessment (Alessandra,
2013).
The style of personal relationships between leader
and subordinate varies according to the organization. That kind of relationship
influences human development and becomes an important element in the efficiency
of the organization. To help you get those conditions, Gannon (2007) indicates
that the leader is responsible for creating an environment rich professional
experiences that promotes the creation of the appropriate environment to
achieve the effectiveness of the organization or school.
The leader must become collaborative agent,
treating his staff like a responsible adult community whose first task is the
union of the staff towards the development of future action collective in
nature. This action allows the leader to integrate all the elements that match
at the workplace. To achieve the proper environment depends on the quality of the
relationships.
Honore (2009) mentions some tips on how to stay dynamic and motivated at work. According to him, after years of service and be well established as a supervisor in any field, it is easy to fall victim to the routine, the monotony and boredom. The results can be poor work half efforts
and lacking leadership.
For the leader renewed
when this situation arises Honore (2009) suggests:
- Continue learning and acquiring new skills.
- Continue establishing new goals
- Become a mentor and teacher of those with less experience
- Becoming a student of leadership
- Leading a balanced life
If we look at what we just read to make balance of
the topics on motivation, reward and the importance of human capital aims to
help human resource managers is to understand how motivation, understanding and
esteem human capital, and apply these theories to increase production and labor
efficiency will also help us choose the best reward according to their
performance and contribution, keeping in mind that we can give more to the
worker who brings to the company (Gannon, 2007).
The effectiveness of motivational strategies and
exchange applied by the company rewards depends on complex features concerning
individuals who work in the organization which means that there is no universal
recipe for motivation and rewards if specific indicators analysis of each of
the stages of motivational and rewarding process for defining and validating
such as the needs to satisfy, as reward according to merit, such as changing jobs
to be motivated and achieve organizational success. Human capital is the labor
value that an employee provides to the company; job performance is evaluated
according to the knowledge and skills that workers possess experience, human
capital is essential to the operation and success of any business.
References
Edition for University of Phoenix-http://UOP.BlanchardAssessments.com
Forever 21 Stores Puerto
Rico (2013), Employee Manual, Retrieved on November 6,
2013, Retrieved
from Website http://www.forever21.com
Gannon, F. (2007). Motivation.
EMBO Reports, 8(4), 301. doi: http: // dx.doi.org /
10.1038/sj.embor.7400949
Honore J. (2009) Employee
Motivation. Consortium Journal Of Hospitality & Tourism[serial online].
July 2009; 14(1):63-75. Available from: Hospitality & Tourism Complete, Ipswich, MA.
Accessed
November 5, 2013.
Robbins, S.P. & Judge T.A.
(2013). Organizational Behavior. Foundations
of
Organization Structure. Fifteenth
Edition. Pearson Education.
Tatar, E. L. (2011). The Importance
of Measuring Individual Performance to Increase
Organizational
Performance. Journal of Defense Resources Management, 2 (1), 113-118.
Retrieved from http://search.proquest.com/docview/1348604160?accou
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