Encouragement is a technique that helps the client to find his/her own strengths and recognise their power in order to affect the world through choice. Praise and encouragement are two different things; ideally encouragement happens before the client attempts a desired change or action. Encouragement can also be used to combat the client’s feelings of discouragement that some clients bring to the counselling session. Encouragement gives the client hope that they can have better lives (Murdock, 2013). Pleasing someone is another technique that the counsellor can make use of, the counsellor points out the client’s faulty life style and encourages the client to think daily about how and of a way of pleasing another individual (Murdock, 2013).
Thus, the rewards are used as a key tool to record behavior and activities in order to attract and retain the most competent employees and keep them satisfied and motivated (Bellenger, Wilcox et al. 1984, Bratton and Gold 2003, Rynes, Gerhart et al. 2004). Benefits are not linked with employee performance and for this reason some employees may perceive them as a part of the organizations social responsibility action. For employee benefits to be effective motivational tools, they must be properly
Employees not wanting to rotate and give up their job to others. It is known that some people in an organization wants to stay in a certain kind of job for the reasons that: they are used to their job and excel in that position, they are not qualified for other jobs due to restrictions or ability, and they don’t want to get replaced by someone better at doing their job. Especially someone they have trained to perform their job. Some employees doesn’t like changes in the workplace, especially the elderly ones. The new entrants, or fresh grads on the other hand, is more open to changes and
It does not predict how a persons’ performance will be due to these factors whereas SDT basically gives importance to the affective parts and wellbeing that shows various motivational types and how it affects performance on tasks. The Job characteristic theory by Hackman and Oldham (1980) suggest that in order to increase the inner work motivation the jobs should be designed in a manner that gives a chance to help others, provides positive feelings, helps practice understandable freedom and constructive feedback on their performance from their seniors. Considering this theory, the SDT has a few differences where it says that not just characteristics of the job but how well the managers support autonomy in the employee is what predicts task performance and motivation. In a research by Deci.et .al it was seen that subordinates became more committed and trusting towards the organization when their managers were trained in accepting and supporting autonomy at work place, i.e. understanding employee perspective, etc.
The first important aspect of adopting a project management perspective is: Higher work moral- higher work moral can be affected as the people helping and working for you on the project will know their tasks well in advance and know full well what they are working towards. It gives the workers a sense that the project is on a successful path and will motivate them more knowing this. Lower costs- The second is lower costs. Especially in these recessional times any measure that can help save money is hugely important. Lower costs can occur due to a project management perspective as this ensures that the road ahead is laid out in advance.
On a typical day at work, employees often encounter obstacles and experience setbacks when trying to complete their duties and tasks. Some become discouraged, lose motivation and give up; others remain hopeful, create alternate plans, and persevere. Managers—who often aim to increase their employees’ job performance—are likely interested in identifying which employees will strive toward task and goal completion and which will languish in the face of adversity. Although largely ignored by organizational researchers until recently, the construct of hope as conceived by Snyder et al. (1991) may be helpful in explaining which employees are more likely to successfully accomplish their tasks and goals in spite of setbacks.
For example, full time employment contributes to an employee’s happiness positively, while part time employees have lower work satisfaction (Berger, 2009). However, voluntary part time employees, who choose not to work full time, are happier than full time employees. Self employed people seem to also be more satisfied with work because they work for themselves and do not have managers to report to (Benz & Frey, 2008). In general, employees seek employment security. Unstable employment can make employees feel less happy in general and it can affect the rate of employee turnover and organizational performance (Dike, 2011).
TPO42-A/D. Workers are more satisfied when they have many different types of tasks to do during the workday than when they do similar tasks all day long. It is an arguable topic and nobody can conceal its paramount importance. From the point of view of human resource management, we are living in a stupendous age and it is about time one spoke about it. Unfortunately, some people have an indecent mind that doing similar tasks at a long day work leads to a greater accomplishment as well as satisfaction compared to having a wide range of tasks.
as an appreciation of the investment (Noah and Steve, 2012). Carpeter et al. (2009) identified a number of factors that would influence employees’ work attitude, including personality, perceived organisational fairness, work environment, job relations, job characteristics, psychological contracts, and stress. A study by Ahmad et al. (2010) found that work attitude of employees has a positive impact on job satisfaction, which would lead to improved moral and performance in the workplace.
When employees are productive, they are able to achieve more work in a given amount of time. Their efficiency will help company to save money in time and labour. In contrast, when employees are unproductive, they require longer time to complete their tasks and projects. Their unproductivity costs employers to spend more money due to the lost time. Productivity is associated with employee’s morale.