OH 6-1 Supervising and Motivating Employees Human Resources Management and Supervision 6 OH 6-1

OH 6-1

Supervising and Motivating Employees

Human Resources Management and Supervision

6OH 6-1

OH 6-2

Chapter Learning Objectives

Describe the supervisor’s role.

Tell what motivates employees.

Identify the basis upon which employees should be trained, coached, rewarded, and disciplined.

Summarize tactics to monitor employees and ensure standards.

Identify elements in an effective employee recognition or incentive program.

OH 6-3

Supervising Employees

OH 6-4

Challenges Confront New Supervisors

Tasks performed by supervisors are different from those done by hourly employees.

The task of supervising people is different than performing technical tasks.

Supervisors help new employees when necessary, so they must know how to do the work of the staff they lead.

OH 6-5

Making the Transition to Supervisor

This is the server’s last shift as a server. Tomorrow he will begin work as a dining supervisor and will find that work tasks and responsibilities are very different.

OH 6-6

Building and Managing Employee Relationships

Good supervisors can adjust from being a group member to a group leader.

Decisions must be made that are best for the operation, its customers, and its employees.

Effective supervisors are clear and careful about what they say (and don’t say), and are honest and fair.

OH 6-7

What Motivates Employees

A supervisor cannot motivate anyone; motivation must come from within each person.

Good supervisors create conditions that allow employees to be motivated.

While every person is different, there are some factors that typically do (and do not) motivate people.

OH 6-8

Maslow’s Hierarchy of Needs

OH 6-9

Maslow’s Hierarchy of Needs continued

As soon as a lower need is fulfilled, a person is typically motivated to fulfill the next higher need.

Needs vary for each individual.

Needs change; what motivates a person at one time may not motivate him/her at another time.

OH 6-10

Motivation-Hygiene (Two-Factor) Theory

Many people assume that factors that motivate employees and that demotivate them are opposites.

The two-factor theory identifies different factors that motivate and demotivate employees.

OH 6-11

Two-Factor Theory— Motivation Factors

Esteem

Accomplishment

Contribution

Responsibility

Acknowledgement

Recognition

Growth

OH 6-12

Two-Factor Theory—Hygiene Factors

Working conditions

Company policies

Hours

Equipment

Fair pay

Health benefits

Time off

Working relationships

Supervisory style

OH 6-13

Effective Supervisors Plan for Success

They have a clear vision of the desired workplace and how to get there.

They are able to plan and organize the work of teams.

They are able to consider the need for future improvements.

OH 6-14

How Do Supervisors Communicate?

In shift meetings

During production meetings

With employee bulletin boards

By management group meetings

OH 6-15

Supervisors Must Reinforce Positive Performance

Provide feedback.

Recognize and complement successful performance.

Encourage continued on-job success.

OH 6-16

How Would You Answer the Following Questions?

1. According to Maslow’s Hierarchy of Needs Theory, _______ needs are the most basic.

2. According to the Two-Factor Motivation Theory, _______ factors can make employees unhappy and prevent them from doing a good job.

3. Employee development is only one way to improve employee performance. (True/False)

4. The only way to reinforce positive performance is to become angry and threaten the offending employee. (True/False)

OH 6-17

Progressive Discipline

Employee is encouraged and reminded about proper performance.

The employee is given notice about below-standard behaviors with a reminder to improve.

Written feedback is provided.

More serious consequences that eventually end in termination are used for repeated problems.

OH 6-18

Motivating Employees Everyday

Acknowledge them.

Express appreciation.

Share information.

Express interest.

Involve them.

OH 6-19

Acknowledge Employees

Say “hello.”

Call people by name.

Make eye contact.

Greet each employee at the start of each shift.

Say “goodbye” at the end of each shift.

OH 6-20

Express Appreciation

Extend your thanks by inserting a positive note in the employee’s file.

Publicly express your appreciation or that of a guest.

OH 6-21

Sharing Information

Keep employees informed.

Explain why changes are needed.

Ask for employees’ help in solving problems.

OH 6-22

Expressing Interest

Expressing interest shows that you care about employees as individuals and as staff members.

When you ask a question, listen to the answer, and show you are interested.

OH 6-23

Employee Involvement

Recognizes employees as valuable individuals and team members.

Provides opportunities for responsibility, contribution, creativity, and growth.

Shows the manager’s commitment to the team and to teamwork.

Yields better plans and decisions.

OH 6-24

Creating Recognition and Incentive Programs

Incentive programs encourage employees to meet goals by offering a reward. Goals must be high but realistic.

Employees must know the rules, and how they will be measured.

Participants’ progress must be easy to measure.

Programs should not be too lengthy.

Regular communication is important.

Rewards must reflect the employees’ efforts.

OH 6-25

Examples of Incentive Programs

Service awards

Sales and productivity awards

Customer satisfaction awards

Safety awards

Longevity and perseverance awards

OH 6-26

How Would You Answer the Following Questions?

1. Progressive discipline programs should not be used in states that adhere to “employment at will” laws. (True/False)

2. Sharing information with employees is a first step in asking their help in solving a problem. (True/False)

3. Incentive programs must be short to be effective. (True/False)

4. Guests’ responses about service quality are typically provided only if they are very happy or unhappy. (True/False)

OH 6-27

Key Term Review

Coaching

Dissatisfiers

Ego needs

Employment at will

Esteem needs

Hygiene factors

Incentive program

OH 6-28

Key Term Review continued

Maintenance factors

Maslow’s hierarchy of needs

Motivation factors

Motivation-hygiene theory

Mystery shoppers

Physiological needs

Primary needs

Progressive discipline

OH 6-29

Key Term Review continued

Role model

Safety needs

Satisfiers

Self-actualization

Social needs

Two-factor theory

Wrongful termination

OH 6-30

Chapter Learning Objectives—What Did You Learn?

Describe the supervisor’s role.

Tell what motivates employees.

Identify the basis upon which employees should be trained, coached, rewarded, and disciplined.

Summarize tactics to monitor employees and ensure standards.

Identify elements in a effective employee recognition or incentive program.