Question 1: The book outlines 3 sources of reward and punishment on the job. Select one, and in your own words describe how both positive and negative comments (within this source) can affect the worker.
Considering significant role of manager functions in work of any foundation, especially one that works in service sector, I would like to pay attention exactly to consequences of rewards and punishments from manager’s side. Important thing here is the skill of manager to place the correct accents (priorities). The affect on worker may be totally different even though the notice will sound similarly. When an employee gets a notice: “You have coped, but there are drawbacks which need to be fixed” instead of “You failed doing this task”, it usually entails more loyal and positive perception from worker’s point of view, as he realizes his efforts have not been in vain and from the other hand self-criticism in worker’s mind starts working and helps to manager in motivating employee produce the desired results, starting from this particular situation.
The affects of reward comments from the manager more often are better than from fellow workers (still that is also a very important part) as it gives an employee feeling of benefits or even some kind of “advantages” (for example, productivity and motivation in such cases rises accordingly, worker feels appreciated and that brings “+” to all).
Regarding negative effects of punishment comments it should be noted here that skilled manager always has to be extremely professional regardless of situation. If worker fails for some non-personal reasons and does not complete the task, mentor’s must is not to do his underline disappointed and confused, but to give him an understanding the true reason of fail and help to see the core of problem and move on in completing that work. Of course, if there is such a situation, that worker’s fault is 100% obvious and there is no way to change the final result, manager has to show from strong position that such a work is unacceptable, however, for me that does not mean worker should hear : “You are incompetent, go to college again or think about changing work place”. There is no “Difficult” at all, there is “Not clear” all the time. Once manager finds a way to use this principle, there will be less “punishments” to his subordinates.
Question 2 :Select one of the Points listed on pp 80-82 that you believe to be especially important to managing performance. Describe why you picked this Point and what you can do to improve in this area.
I would like to present my vision of the most important point in managing performance – capability of manager to find out the alternatives and encourage workers to expand their views on possible ways of resolving the situation. As for me, this is a point of great matter. First of all — you as a manager must know your job perfectly, only having such knowledge will give you ability to find at least 2-3 other choices of how to resolve the issue, as your main goal is a result, and you are in position to change ways you reach it. Secondly — in the discussion the truth is born. So when you speak about the problem with worker, “push” him to think over, to think differently than he does and it may help to find totally another decision, but that one will work for sure and goal will be reached.
What can I do to improve in this area? Mostly it depends on my personal position and attitude to work. What I should do exactly — always keep on improving the skills of my own, first of all. I have to do it by delving into the intricacies of specialization. That will help me and open new horizons in work and in life generally. Regarding the actual work — I do agree with the book author and endorse his commitment to the view that it is a qualitative indicator of the experience and not the volume (length of time) gives the highest effect in improving staff productivity. After all, intensive “ live” trainings (periodically, let’s say, monthly) in the work process help to achieve best results ever.
Question 3 : The book lists several reasons that employees don't do what they are supposed to do. Why do you think they don't? What's your solution?
As for me, more extraordinary reasons are next : there is no positive consequence to them for doing it; they are rewarded for not doing it; there is no negative consequence to them for doing it; obstacles beyond their control; personal problems; no one could do it;they think they are doing it.
The reasons generally are very simple, so should be the possible solutions. To minimize the impact of those reasons first of all, managers should come to the point of agreement that a problem exists. Secondly, mutually discussing alternative solutions must have place, as here the turning point comes. Third step— mutually agreeing on action to be taken to solve the problem. Next measure is following-up to ensure that agreed-upon action has been taken. And finally a wise manger should reinforce any achievement, otherwise same situation will take place shortly.
References
Fournies, F. (November 1999). Coaching for Improved Work Performance, Revised Edition McGraw-Hill Professional Publishing.
