loss  of  intellectual capital

decreased morale  of  remaining  workers

increased employee stress

decreased  customer  service

interrupted  product  development

poor  reputation

describe employees' level of motivation, passion,  and  commitment

Engaged employees work with passion  and  feel a connection  to  their company.

Disengaged workers have essentially checked out; they plod through their day putting  in  time,  but  not  energy.

  time

methods

rules  of  work.

1. Physiological needs:  Basic survival  needs,  such as  the  need  for food,  water , and shelter.

2. Safety needs: The need to feel secure at work and  at home .

3. Social needs: The  need to feel loved, accepted, and part of the group.

4. Esteem needs: The need for recognition and acknowledgment  from  others, as  well  as  self-respect and a  sense  of  status  or  importance .
5. Self-actualization needs: The need to develop to  one's fullest potential.

•  The average person dislikes work  and  will avoid it  if  possible

.
•  Because  of  this dislike,  workers  must  be  forced, controlled, directed,  or  threatened  with  punishment  to  make  them put  forth  the  effort  to  achieve  the  organization's goals.

•  The  average  worker  prefers  to  be  directed, wishes  to avoid responsibility,  has  relatively little  ambition,  and wants  security.

•  Primary  motivators  are  fear  and  money.

•  Most people like work it, is as natural as play or rest.

•  Most  people  naturally  work  toward  goals  to which  they  are  committed.

•  A person's commitment to goals  depends on the perceived rewards for achieving them.

•  Under  certain  conditions,  most  people  not  only  accept  but  also seek responsibility.

•  People  are  capable  of  using  a relatively  high  degree  of  imagination , creativity,  and  cleverness  to  solve  problems

•  In  industry,  the  average pert;on's  intellectual  potential  is only  partially realized.

•  Each worker is stimulated by a reward unique to  him or her

short-term employment

individual decision malting

individual responsibility for the outcomes  of decisions

  rapid  evaluation  and  promotion

  explicit control mechanisms

specialized  career  paths

  segmented  concern  for employees.

included lifetime employment

consensual decision making

collective responsibility for the outcomes  of  decisions

slow evaluation and promotion

implied control mechanisms

nonspecialized  career  paths

  holistic  concern  for employees

 long - term  employment

collective  decision  making,

individual responsibility for the outcomes  of  decisions,

slow  evaluation  and  promotion, 

moderately specialized  career  paths

  holistic  concern  for employees  (including  family)

 Helping  means  working  with  the  subordinate  and doing  part  of  the  work if  necessary. 

Coaching  means  acting  as a  resource-teaching , guiding,  and  recommending-but  not  participating  actively  or  doing  the  task.

Expantancy Theory:

3  questions asked before  committing  their  maximum  effort

Can  I  accomplish  the  task?

If  I  do  accomplish  it, what's  my  rewdrd?

Is  the  reward  worth  the  effort?

1.  Determine  what  rewards  employees  value .

2.  Determine  each  employee's  desired  performance  standard .

3.  Ensure  that  performance  standards  are  attainable.

4.  Guarantee  rewards  tied  to  performance .

5.  Be  certain  that  employees  consider  the  rewards  adequate .

1.  Skill variety -The  extent  to  which  a  job  demands  different skills.

2.  Task identity - The  degree  to  which  the  job requires  doing  a  task  with  a visible  outcome  from  beginning  to  end.

3.  Task significance - The  degree  to  which  the  job  has  a  substantial  impact on  the  lives  or  work  of  others  in  the  company.

4.  Autonomy - The  degree  of  freedom,  independence ,  and  discretion  in  scheduling work  and  determining  procedures.

5.  Feedback - The  amount  of  direct  and  clear
information  given  about  job  performance.

Create  an organizational culture that rewards listening.

Train  supervisors  and  managers to listen

Use  effective questioning techniques

Remove barriers to open communication.

Avoid vague  and  ambiguous communication

Make  it  easy to  communicate

Ask  employees  what  is important  to  them.

 high-context culture - workers  build  personal  relationships  and develop  group  trust  before  focusing  on  tasks. 

low-context culture - workers
often  view  relationship  building  as  a  waste  of  time  that  diverts  attention  from
the  task.