Seeing good in others, believing in them, and supporting them is important when asking for commitment because you show people your vision of success by providing them with the opportunity to be successful as well. Supporting them, keeping them engaged and showing them their involvement is valuable builds healthy and trusting relationships. This aids their ability to connect with you and express concerns with your when problems rise. How specifically do these skills positively influence workplace productivity? Using the example from my Module 3 short response, a department I worked in suffered from underperforming associates lacking supportive
Working with dedication and hard work and getting appreciated by superiors for their achievement and abilities makes person valuable. Another crucial behavior is making people feel competent.For example if coworker get praised for positive results, people get motivated to be like them , even better by taking their achievement in positive manner. Providing feedback and method for improvements also helps in improving their skills. Giving workers a sense of security through positive work environment and open communication if someone has problem in workplace can also help to boost
In addition, person-job fit is found to be related to productivity and organizational commitment (Rousseau and McLean Parks, 1993). Organizations thus benefit from applying this theory. We furthermore suggest that when deploying talents, organizations should also consider managing the weaknesses of their talents. Focusing on the strengths of talents does not mean that their shortcomings can be neglected completely (Buckingham 2005; Linley and Harrington, 2006). One way to alleviate the problems caused by individual weaknesses is to partner different talents to build complementary strength profiles in a team, which allows one partner to take over those tasks that are difficult for the other partner as a result of this latter’s
However, they would benefit from the moral value due to the maxim that they generated to fulfill their duty towards the owners. That being the case, Kant believes that terrible consequences do not matter if the motive or action is good. This can be controversial and allows the opportunity to develop a negative view about Kant’s philosophical approach. To put it into the perspective of the sweatshop case, the good motive of the managers is to make the business more profitable. As a consequence, workers have to endure unjust pay and miserable work environments.
It further helps in accomplishment of tasks. Through the links with the supervisors, a person is able to obtain more opportunities in his interested field and with good references able to achieve higher position. Interpersonal skills help to increase in reputation and customer satisfaction. A person becomes an effective leader with the help of interpersonal skills because by knowing the employees create loyalty and increase the productivity. A leader with the lack of interpersonal skills is a total
Coaching: This is a one-on-one style in which leaders work with their team members to develop them, provide feedback, help them to connect their goals with that of the organisation. It works best in situations where people take initiatives and seek professional development. 3. Affiliative: This style emphasizes team work, creates harmony and connects people to each other. Daniel Goleman observes that this style is particularly useful when the leader wants to improve team harmony, increase moral and motivation, enhance communication and repair broken trust.
This theory is probably the most essential motivation theory due to its perspective insight into human nature by interpreting the human behavior and actions. By applying this theory into its motivation and rewarding system, AirAsia would be able to motivate its employees as well as satisfying their needs. This is because AirAsia would have benefit by creating a workplace or environment that meets the needs of the employees such as food, shelter, health and job security, friendship and family as well as acknowledgement and recognition. This will then lead to a higher self-esteem and self-actualization among the employees which will results in unleashing the full potential of the employees in their daily business operations. This theory was widely popular among practicing managers including AirAsia’s managers because it is easy to understand and
Reward systems offered by organisations are vital when it comes to encouraging team members to improve the way in which the team operates; rewards have the ability to influence motivation as well as the level of coordination and the quality of the group work within work teams (Levi, 2014). The rewards are considered to be positive outcomes that are aligned with the performance in reaching the organisational goal; one needs to consider the two general types of reward systems that motivate employees. These are known as intrinsic and extrinsic rewards (Nujjoo & Meyer, 2012). Intrinsic reward systems are regarded as a reward internal to an individual for example the feeling of personal achievement, professional growth or a sense of pleasure and accomplishment (Nujjoo & Meyer, 2012).
A coaching culture means supporting the employees so that they learn and development new skills and become greater assets to the company. A coaching culture that emphasizes training and feedback and opportunities to the employees for grow within the company. Organizations and companies that used to do coaching sessions and have a strong coaching culture, their employees are satisfied than organizations who do less coaching. Firstly, to create this culture you have to convince the bound of director. The upper level of managers and directors must be understood the benefits and results of coaching people.
2.2.1. Readiness for change Jones, Jimmieson, & Griffiths (2005: 362) define readiness for change as “the extent to which employees hold positive views about the need for organizational change (i.e. change acceptance), as well as the extent to which employees believe that such changes are likely to have positive implications for themselves and the wider organization”. They try to make sense out of their situation, by seeking and interpreting information during the ongoing events and behaving according to their interpretation (Ford et al., 2008). This behaviour is what defines the readiness of each individual for organizational change and impacts the employee’s capability to adjust to the change, by affecting his or her “job satisfaction, work