...All business managers with employees at some point in the business life cycle select, retain, and motivate employees. Where many managers go wrong is that they don’t look at the unique personalities and behaviours of certain employees, they must understand that different employees will be best suited into different positions and that these employees will all be best retained and motivated in different ways. The dictionary defines management as “the act or art of managing: the conducting or supervising of something (as a business)” (dictionary.com). Although this helps define a manager it is far from helping to define a good manager. Good managers have strong qualities in different aspects of the management system and they do great jobs selecting, retaining, and motivating different employees of different personalities. An organization consists of one or more employees who perform various different tasks within the organization. The relationships between the employees working and the tasks performed must be structured so that the organization can achieve its strategic goals in an efficient and effective manner with a motivated and engaged workforce. There are many different ways for a manager to ensure and promote a motivated and engaged workforce, this starts with the selection process and ensuring that the proper employees are selected for the positions in which they best belong. There are many ways to distribute work among employees and ensuring that work is distributed effectively...
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...HROB 2100 Selecting, Retaining, and Motivating Employees Within the Workplace The topic of human resource and understanding organizational behaviors has been becoming more and more relevant, important, and crucial to the underlying success of a business. That is why more and more businesses today are adapting and implementing the practice of HR programs and organizational behaviors. Expanding on the thought of HR programs and organizational behaviors, they both stem from the managerial position and each managerial position within a business is responsible for integrating and incorporating these HR and OB theories and practices. As a manager, you would integrate both of these theories and create a foundation that becomes a guideline to be based on selecting, retaining, and motivating your employees. However before these guidelines are made, they are all determined and influenced by the company’s particular structure, culture, and strategy, which is different for all businesses and an example of this can be found virtually in any business operation. Therefore if I were the manager of a business the matters of selecting, retaining, and motivating employees would depend on the type of business I was working for, their specific culture, structure, and strategy. For example Hoover (2009) Disney is the world’s second largest conglomerate and only second to Time Warner’s (p.1-2), which easily affirms and attests to the success of their business, when you look at a business like...
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...Happy employees mean more revenue generated for a company. However, in order to create such employees, several aspects are needed to be covered. Those are values, attitudes and job satisfaction. According to Merriam (2015) online dictionary, value is defined as a person’s principles or standards of behaviour. Values play a vital role in representing the clarification of right and wrong as well as indicate that some behaviour is preferred over others. Next, Boundless (2015) stated that attitude is the way a person answers to his or her environment, either positively or negatively. In addition, job satisfaction is the level of gratification employees feel about their work that may affect performance. Several companies had achieved its triumph in today business world. Those companies not only generate huge revenue, but also creating and retaining happy employees. First of all, Google is considered one of the best companies around the nation. According to Martin (2014), Google often believe that in order to create a happy employee, there must be a productive workplace. Google does not satisfy their employees by giving bonuses or higher salary, instead, they provides facilities such as video games, ping pong, gym and swimming pool as well as free breakfast, lunch and dinner to keep their employees proactive. They believe that such perks able to motivate their employees as well as releasing their deadweight. Next, some company also keeps their employee happy by providing them high-end...
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...ability to satisfy individual needs" (Kamery, 2004, pp. 91-92). Motivation in a true sense is an art work in that it is a process of being able to change one's willingness to exert effort. This willingness sets the foundation of motivation. Over the course of this paper I will discuss three motivational methods job design, human needs, and based on process; a goal-setting theory in which managers can apply to create an environment for employees to exert their efforts in the workplace. I will also discuss how implementing such motivational methods can affect the organization. The first motivational method I will discuss is motivating through job design. Although monetary compensation often accounts for the motivation behind some individuals work efforts, it is not the sole motivator, but it may be because of self-satisfaction which motivates an individual. Motivating through job design permits creating or defining specific jobs or duties tailored to an individual or group of individuals. Managers often design jobs that encourage employees to become skilled, accurate, and efficient at their assigned task. This in itself is motivation. A sense of accomplishment leads to feeling satisfied. It is through this satisfaction that encourages individuals to continue working or perhaps striving for more. According to Lombardi and Schermerhorn (2007), “Job design has the potential to contribute to the achievement of two needed goals—job performance and job satisfaction. These two...
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...do. It is seen that superiors who have high opinion and rate workers’ capability, pay care to their ambitions, assure stimulating work, value the excellence of work life and providing chances for learning have faithful and engaged staffs. Consequently, managers and supervisors play an active and vital part in worker retention. Creating a Motivating Environment: Supervisors who create motivating surroundings are possible to keep their team members together for a lengthier period of time. Retaining does not automatically have to derive through fun events such as, celebrations, parties, team excursions etc. Extra Responsibility: Giving extra duty to staffs is an extra way to get them involved with the company. Though, just giving the extra duty does not help. How to Improve Worker Retention: Individuals want to enjoy their work so creating work fun and enjoyable. Comprehend that staffs need to balance life and work so offer flexible starting times and core hours. Rewards and Recognition: Staffs want to be acknowledged for a job well done. Rewards and recognition react to this need by authenticating performance and motivating staff toward continuous development. Rewarding and recognizing individuals for performance not only affects the individual being recognized, but others in the business as well. Need for Rewards and Recognition Recognition should be part of the business's culture because it contributes to both employee satisfaction and retention. Businesses...
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...The same motivational style cannot be used for all employees There is perhaps no managerial task more important than motivating and retaining employees. The key to success in this area is to recognize that each employee is an individual. Thus, what motivates one employee may not motivate another. The mistake managers often make is to get locked into a specific motivational style -- a motivational comfort zone -- they use with every employee. If we are to be effective managers, we must be flexible, tailoring our motivational techniques to the individual employee and the particular task environment we are working in. The most famous motivation theory was developed by Abraham Maslow. He developed a hierarchy of needs that ranged from basic needs (food, water and shelter) to a higher order need for achievement. Maslow believed higher order needs would only motivate people after the salary and benefits. The upper-level needs are satisfied by involvement, participation and challenging task assignments. While Maslow's approach is useful, managers commonly make two mistakes when applying this framework. First, managers make assumptions about workers based on job classification and/or the employee's education level. It is easy to assume a blue-collar worker is operating at the basic-need level and the white-collar workers are operating at the higher order level of needs. I once had an employee that had two masters degrees. Because of her education, I assumed she would want greater...
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...eat up the extra cash, and prevents one from getting something special for themselves. Many employers feel that this is the way to go, in reference to monetary rewards for employees to work harder or even to work more efficiently. Many employers are now seeing that believing in the “monetary rewards” are costing them valuable time, revenue, and even employees. It is true that money and a solid compensation plan draws an individual to become of a corporation; however, monetary rewards is not always the answer, or in many cases not the best answer when it comes to retaining an employee. I hope to give you some ideas on what will help motivate employees without raising their pay. Some of the retaining notions I feel will work are recognition, appointed leadership roles, and increasing company and office moral. The first idea for motivating employees is recognition. This is very important because when your employee accomplishes something that means they have achieved something. The recognition is appreciation of that achievement. Many members of management don’t give enough or sometimes don’t give any recognition. In addition, applause from time to time would be nice for specific achievements. The applause could take place at a meeting, luncheon, or even in the office. To back up applause, employees could be presented with a plaque or certificate that states the specified accomplishment. By doing so, the employee will feel valued and will continue to put forth an effort...
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...Performance Appraisal Performance appraisals are formal reviews of a subordinate's work performance by a supervisor. They are preformed to identify strengths and weaknesses as well as to discuss areas of improvement. “The process of appraising employee performance can be both time-consuming and stressful. These difficulties are compounded if the appraisal system is poorly developed or if a supervisor lacks the appropriate training to collect and evaluate performance data” (Milkovich and Newman, 2004, ch. 11, p. 80). Kudler Fine Foods needs to create a way to evaluate the employee’s performance. This paper will create a performance appraisal for the employees and help supervisors determine salary increase. Each job classification will be defined with competencies or skills. The competencies assigned to each job classification for Kudler Foods will be assigned a rating scale from one (lowest) to five (highest). The supervisor will sit with the employee and will rate each competency from one to five depending on the performance level of each employee. The rating of each competency will be multiplied with the weights and a score generated for each competency. The total weights for each position add up to one. When the five scores are added together, a composite score will be generated which will range from one (minimum) to give (maximum). The supervisor will then decide which score level will receive what salary increases. For instance the supervisor may decide that those workers...
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...Identification………………………………..……………………………..…4 Talent development……………………………..…………………..……..………..4 Talent Deployment……………………………………………………………...……5 3. The four stages of Talent Management……………………………………………………………6 4. The two dimensions of Talent Management.....................7 Retaining Talent…………………………………..……………..……………………..7 Harnessing the Unmanifest Tal………………………..………………....………8 5. Ways to attract and retain talent……………………..………..9 6. The causes of ineffective Talent Management…………….10 7. The case of Apivita……………………………………………..……..11 8. Conclusion……………………………………………………………….12 9. Reference List…………………………………………………………..13 1. Introduction The aim of this project is to address the concept of talent management. More and more companies tend to rely on talent management and invest human capital and technology in order to success in this process. There are many ways to achieve strategic TM that will be analyzed but also many causes from inefficient TM. Additionally, the case of APIVITA Company will be analyzed, concerning its TM practices. 2. Literature Review on Talent Management Defining talent management, Murthy, as cited by Majeed (2010), clarifies, “TM refers to managing the entire work life of employees till retirement. It identifies the key gap of managing the current and future demand of workforce, connecting individual goals to corporate goals, workforce strategies to business plan (Murthy, 2010).” (Majeed, 2013) As a result, talent management appears to be an...
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...Chain model emphasizes the circular relationship between shareholders, customers and employees. For instance, under-staffed and under-trained employees will not deliver good quality customer service driving customers away. This article emphasized that an equivalent effort must be made in attracting, motivating and retaining employees as in retaining loyal customers, resulting in improved shareholder returns. Southwest Airlines has been successful in establishing a Service-Profit Chain model. They have been ranked among the best companies to work for. Southwest Airlines hires for attitude and understand that every employee should share the goal of creating satisfied customers. They remain a leader in their industry. The service-profit chain model tries to link all the components required to make an organization successful. The Service Profit Chain article helps us understand what resources are needed to be successful competitors within the service sector. The links in the chain, also known as propositions, include: • Profit and growth are stimulated primarily by customer loyalty • Loyalty is a direct result of customer satisfaction • Satisfaction is largely influenced by the value of service provided to customers • Value is created by satisfied, loyal, and productive employees • Employee satisfaction results primarily from high-quality support services and policies that enable employees to deliver results to customers By following the chain, we observe a cause-and-effect...
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...Dr. Westray Money is a highly motivating factor especially if you love what your doing. Even if employees don't like their job, the money that they are making keeps them their for long periods of time. Stock options and retirement benefits are usually at the top of the list for employees that are looking for new jobs. With KSAs, as we talked about before, most employees are not doing the job that their skills call for so they are just put in places to make it work for the time being. It's not enough because the employee has not taken the time to evaulate the individual so they really don't know what this person can offer the company other than just putting them in this place to make it work for now. Eventually job evaluation will become more known on jobs than before. These are some tips that the Wall Street Journal provides to retaining current employees and recruiting new ones. – Offer a competitive benefits package that fits your employees’ needs. Providing health insurance, life insurance and a retirement-savings plan is essential in retaining employees. But other perks, such as flextime and the option of telecommuting, go a long way to show employees you are willing to accommodate their outside lives. – Provide some small perks. Free bagels on Fridays and dry-cleaning pickup and delivery may seem insignificant to you, but if they help employees better manage their lives, they’ll appreciate it and may be more likely to stick around. – Use contests and incentives to help...
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...Motivate Top Talent in De-Motivating Times August 9 2012 by Brad Remillard So how do you motivate your top talent to achieve the company’s goals? How do you keep them from contacting recruiters? How do you keep them passionate about coming to work? How do you keep them engaged day after day? The answer to all of these is “culture.” Even in difficult times top talent, by definition, will always rise to the occasion. They will always strive to be the best. If they don’t, they aren’t top talent. However, even top talent can burn out, get frustrated, not see the light at the end of the tunnel or wonder if they are really contributing. It is the role of all CEOs and managers to ensure these things don’t happen. There seems to be a consistent theme as to what great managers do in difficult times to hold on to and even attract top talent. The following are seven areas managers must focus on to ensure they keep their top talent motivated: 1) Companies must have a performance based culture. Even in difficult times there must be clearly defined goals for the company. These goals must cascade down to your top talent. They must have quantifiable objectives that motivate them, so when reached, they feel a sense of accomplishment. Providing specific time based goals with achievable results clarifies exactly what is expected of your people. Your best talent will embrace the goals and not stop until they reach the goal. Employee engagement is critical to retaining your best people. 2)...
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...design, human needs, and based on process; a goal-setting theory in which managers can apply to create an environment for employees to exert their efforts in the workplace. I will also discuss how implementing such motivational methods can affect the organization. The first motivational method I will discuss is motivating through job design. Although monetary compensation often accounts for the motivation behind some individuals work efforts, it is not the sole motivator, but it may be because of self-satisfaction which motivates an individual. Motivating through job design permits creating or defining specific jobs or duties tailored to an individual or group of individuals. Managers often design jobs that encourage employees to become skilled, accurate, and efficient at their assigned task. This in itself is motivation. A sense of accomplishment leads to feeling satisfied. It is through this satisfaction that encourages individuals to continue working or perhaps striving for more. According to Lombardi and Schermerhorn (2007), “Job design has the potential to contribute to the achievement of two needed goals—job performance and job satisfaction. These two go hand-in-hand and are not achievable without the other one. Frankly, one without the other can be thought of as insufficient in meeting the standards and expectations of today’s workplace (Chapter 10, Motivating through...
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...RETAINING THE GEN Y IN THE WORKFORCE: SOME SUGGESTION FOR FUTURE EMPLOYERS RETAINING THE GEN Y IN THE WORKFORCE: SOME SUGGESTION FOR FUTURE EMPLOYERS Sabri Hassan Assaari RETAINING THE GEN Y IN THE WORKFORCE: SOME SUGGESTION FOR FUTURE EMPLOYERS TABLE OF CONTENTS CONTENT ABSTRACT PROBLEM STATEMENT WHO IS GEN Y RECRUITING GEN Y TACKLE THE FAMILY MENTORSHIP CHALLENGING WORK WORK LIFE BALANCE GROWTH OPPORTUNITIES BENEFITS AND COMPENSATIONS CONCLUSION RECOMMENDATIONS REFERENCES PAGE 3 4 5 6 7 8 9 10 11 12 13 14 15 2 RETAINING THE GEN Y IN THE WORKFORCE: SOME SUGGESTION FOR FUTURE EMPLOYERS Abstract Generation Y or the Millenials are set to take over and revolutionize the world. Born and raised in a significantly different period and global culture compared to their predecessors, they seem to demand more from their employer. This paper present a study on Generation Y characteristic and strategies future employers can adopt to successfully retain them in the organization. Who are the Millenials, what attract them and what it takes to retain them in organizations? And after understanding their traits, what can be done by companies to harness Generation Y special characteristics and abilities for their survivals in the challenging marketplace. In the end this paper try to justify an answer to the question whether is it really important for companies to give extra attention to this Generation Y, or it will be just another passing fad that will lose its importance and forgotten...
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...Motivating through Human Capital | October 21 2013 | [This paper gives an understanding of the relationship between human capital and the importance of job satisfaction and motivation when selecting employees.] | Written by: Hugo Todorovic-Gatsby | Motivating employees to complete a task is the easy part, but the real challenges that companies face in today’s demanding global markets are motivating those employees to work to the best of their abilities, and guiding their efforts to the vision and values of the organization. For a company to achieve its objectives in productivity, they must hire the employees that best “fit” into their organization’s beliefs and vision. Retaining human capital through job satisfaction and motivation are one of the most critical goals for any organization trying to expand its business model. This paper gives an understanding of the relationship between human capital, and the importance of job satisfaction and motivation when selecting employees. Human capital, job satisfaction and motivation are interrelated terms that are used every day of our lives however, not everyone knows exactly what it takes to effectively motivate employees. The ideology behind retaining human capital is simple: companies spend time and money developing employees that they feel display competencies that will greatly benefit the company in the future. Alongside the developmental stages, companies offer incentives, benefits, rewards and perks...
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