Tag Archives: workplace

Master Your Employee Relations

Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale.

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Time

Time is one of our most valuable resources…

time

By analyzing time usage on a regular basis,
it is possible to understand the most efficient ways to use time,
both in and out of the workplace.  

Using Time Wisely

Everybody is increasingly aware of the cost of time.  Individuals and departments are held accountable for their use of time:  goals are clearly defined and financial penalties are incurred for missed deadlines.  Company culture can have an important influence on how employees use their time.  In too many organizations, working long hours is equated with working hard.  If you leave on time, others may think that you are not pulling your weight.

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Raising Sights

business

If you want to make things happen, you have to raise the sights of your team, not lower them.  The broader the picture you give people, the fewer obstacles they see in their path.  People need BIG goals.

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Bad Apples

bad-apple

One Bad Apple Spoils The Bunch

Effective leaders believe that “one bad apple spoils the bunch”… and they are right.  When leaders spot a bad apple, it is vital to take immediate action to counsel them once or twice.  Most bad apples require coaching on the harsher side – similar to “tough love”.  If a leader is unfamiliar with legal liabilities surrounding disciplinary conversations with employees, they should seek to partner with your Human Resource Department for support in this process.

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Expectancy Theory

et

Victor Vroom, Expectancy Theory [1964]

Vroom’s expectancy theory is all about weighing options and making choices.  It asserts, in essence, that people will put forth effort when they believe that such effort will result in an outcome, and that that outcome is worthwhile. This theory is composed of three key elements and resulting questions that individuals (in this case, employees) ask themselves:

  • Expectancy: “How likely is it that I’ll be able to attain a particular goal (in this case, a certain level of performance) if I put forth the required effort?”
  • Instrumentality: “Assuming that I do attain this level of performance, how likely it is that I’ll be recognized or rewarded in some way?”
  • Valence: “Assuming that I am recognized or rewarded, what is that recognition or reward really worth to me?”

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