...Creating Behavior Change in a Staff Member Human service managers and staff members must develop methods to increase the efficiency and effectiveness of the individual staff members' professional behavior. Many of the same methods used by clinicians to change clients’ behaviors can also improve clinicians’ professional conduct. Human services managers, supervisors, and staff members who build a high level of trust, respect, and positivity with the rest of their staff is provided the necessary tools to improve staff behaviors (Murphy & Dillon, 2011). Because of the wide variety of responsibilities, work habits, and necessary behavioral changes in the human services field, however; no single technique can be successful in all cases. Rather, managers should work with employers to establish strategies to improve staff behavior on a case-by-case basis. These strategies are most effective when they combine several techniques to form a comprehensive plan of action. This plan can include goal setting, staff development, and training with incentives-based motivation. This type of approach successfully creates behavior changes in staff by creating a positive work environment, highlighting, and increasing efficiency, and building meaningful relationships between staff members and clients. Therefore, applying techniques to a hypothetical situation can better show how a manager would use the facts of a particular case to combine several techniques, creating a cohesive strategy to...
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...regardless of who is watching or who is in the office, to strive to be a great employee. In my view, these are the characteristics that define what it takes: 1. Good working skills. A great employee has the abilities needed to do their job, and they constantly look for ways to improve, seeking out training or further education. 3. Strong work ethic. A great employee gets a lot done in the time and with the resources available. 4. Great attitude. A great employee helps make work a positive experience for everyone else by having a good spirit about their job, by being pleasant with everyone, being respectful, polite and considerate of others’ feelings. 5. Team player. A great employee gets along well with other employees. Encourages and supports others. Finds ways to help others when own tasks are done 6. Deals with problems effectively. When facing a challenging or new situation, a great employee finds effective solutions. Anticipates difficulties, so they can be avoided. 7. Takes direction well. A great employee listens carefully and learns quickly. Asks appropriate questions when they don’t understand instructions or what is expected. 8. Honesty & Integrity. A great employee respects the privacy of clients and co-workers. Always tells the truth, even if it could land them in hot water. Readily accepts responsibility for their actions and results. 9. Flexibility and adaptability. A great employee comfortably adjusts to working with different kinds of people, at different...
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...The impact of employee personal health behaviors can affect health care costs, job performance, and productivity. There are several ways organizations can attempt to tackle poor health habits of employees. The challenge for employers, however, resides in staying within legal and ethical boundaries when addressing such issues as obesity and smoking. Regulation of employee lifestyles by employers is becoming a more prevalent issue, but laws regarding this practice vary by jurisdiction. Organizations can protect themselves from legal trouble and ethical issues by implementing constructive programs aimed at improving the health of their workforces rather than engaging in discriminatory practices against overweight employees and smokers. Weight discrimination can be an issue in any industry so it is important that managers are aware of the laws regulating such practices. Obesity is a health problem and some employers assume that overweight employees will incur more illness-related absences and contribute to higher health care costs. Research shows that overweight employees are more likely to be subjected to discrimination in terms of hiring, treatment, and retention (Roehling, 2002, p. 177). While most states do not have laws protecting workers from discrimination based on weight per se, some protection is afforded under the Americans with Disabilities Act, where a certain level of obesity is considered an actual disability (p. 181). In addition to employment protection...
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...Employee behavior inside a certain organization may affect the productivity of a single job. Each individual has its own differences and these differences may affect the production of a certain organization. Behavior is defined as the actions of a system or organism, usually in relation to its environment, which includes the other systems or organisms around as well as the physical environment. It is the response of the system or organism to various stimuli or inputs, whether internal or external, conscious or subconscious, overt or covert, and voluntary or involuntary. Many elements determine an individual’s behavior in the workplace. Managers as well as employees have been shaped by their culture, and by the organization’s culture. These influences affect the way employees communicate and interact with one another, and with management. In the same way, a manager’s communication is greatly influenced by outside factors. Each employee beliefs effect their ethics, and sense of ethical responsibility. Communication helps to shape employee perceptions, and helps employers to understand employee’s perceptions. Different forms of communication, both verbal and non-verbal, must be used to ensure that each demographic within a corporation’s diverse team is reached both effectively and efficiently. Employee tardiness is a phenomenon that is common in many organizations. This problem has a big impact on the employees’ productivity and performance as well as to the organization as...
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...Understanding employee behavior and commitment Table of Contents Table of Contents…………………………………………………………………………2 Chapter 1: Organizational Behavior...…………………………………………………….4 Organizational Commitment...…………………………………………………………....6 Three Component Model of Organizational Commitment.……………………………….9 Affective Commitment.………………………………………….………………10 Continuance Commitment …………………………………….………………...10 Normative Commitment………………………..………………….…………….10 Chapter 2: Emotional Intelligence……..……………………………………………..….11 Daniel Goleman’s Five Components of EI……………….…………………………......12 Self-awareness…….…….……………………………………………………….13 Self-regulation……..………………………….………...…….……...………..…13 Motivation……………………………….………………….......………………..14 Empathy………………..….……………………………...………...……………14 Social Skill……………………………………………………………………….14 Peter Salovey & John Mayer’s Four Branch Model……………………………………..15 E.I., Transformational & Transactional Leadership……………………………………..16 Summary…………………………………………………………………………………17 References……………………………………….……………………………...…….….19Certification Statement……………………………..……………………...………….…23 Abstract This paper briefly explains how organizational behavior and employee commitment are directly related to an individual’s performance within an organizational setting. It will also summarize the three component model of organizational commitment developed by Meyer and Allen. Peter Salovey and John Mayer’s concept of emotional intelligence is...
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...INTRODUCTION The article provides a synthesis of employee retention in Zintepee Technologies and offers an explanation of how employee motivation affects employee retention and other behaviors within organizations. In addition to explaining why it is important to retain critical employees, the author will describe the relevant motivation theories and explain the implications of employee motivation theories on developing and implementing employee retention practices. At the end of the paper, an illustration will be provided with explanation on how effective employee retention practices can be explained through motivation theories and how these efforts serve as a strategy to increase organizational performance. In today’s highly competitive labor market, there is extensive evidence that organizations regardless of size, technological advances, market focus and other factors are facing retention challenges. Given the large investments in employee retention efforts within organizations, it is rational to identify, analyze and critique the motivation theories underlying employee retention in organizations. Low unemployment levels can force many organizations to re-examine employee retention strategies as part of their efforts to maintain and increase their competitiveness but rarely develop these strategies from existing theories. The author therefore describes the importance of retaining critical employee and explains how employee retention practices can be more effective by identifying...
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...Productive and Counterproductive Behaviors PSY/428 November 21, 2011 Productive and Counterproductive Behaviors Define productive behavior and counterproductive behavior. The difference between productive behavior and counterproductive behavior is largely because of the important impact that they will have on an organization. Productive and counterproductive behaviors play a key role in an organization’s success, and this will determine if the organization will be productive or not. Productive behaviors and counterproductive behaviors are opposite of each other, working and or living in a positive behavior, and the other a negative one. Productive behavior results in increased productivity, and this type of behavior helps to define an employee as contributing to the goals of the organization in a positive productive manner. Productive behaviors encourage positive outcomes and promote success and motivation, whereas counterproductive behavior does not. Counterproductive behaviors are negative; they take away from an organization leading to no productivity within an organization. Counterproductive behavior is any behavior that does not produce any positive outcomes within an organization so that the goals of the organization are not met. Counterproductive behavior comes in many forms, examples of which are absenteeism, alcohol, drug abuse, sexual harassment, etc. just to name a few. Counterproductive behavior results in ineffective performance and has strong...
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...on a fixed scale to the behavior or performance of an individual instead of assigning ratings based on comparisons between other individuals. Affirmative action Also : Positive discrimination. Carried out on behalf of women and disadvantaged groups and members of such groups are placed in dominant positions. Appraisal See Performance planning. Attrition A term used to describe voluntary and involuntary terminations, deaths, and employee retirements that result in a reduction to the employer's physical workforce. Autocratic leadership Leader determines policy of the organization, instructs members what to do/make, subjective in approach, aloof and impersonal. Balanced Scorecard A popular strategic management concept developed in the early 1990's by Drs. Robert Kaplan and David Norton, the balanced scorecard is a management and measurement system which enables organizations to clarify their vision and strategy and translate them into action. The goal of the balanced scorecard is to tie business performance to organizational strategy by measuring results in four areas: financial performance, customer knowledge, internal business processes, and learning and growth. Behaviorally anchored rating scale (BARS) An appraisal that requires raters list important dimensions of a particular job and collect information regarding the critical behaviors that distinguish between successful and unsuccessful performance. These critical behaviors are then categorized and...
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...APOLLO .W. MBOGO ( MOI UNIVERSITY)------- Organizational behavior Organizational behavior refers to the study of people and their behavior in the organization and their work place. Organizational behavior is an aspect that deals with great range of disciplines which includes management sociology, psychology, and communication. Organizational behavior brings about achievement of highest performance and good results due to the application of knowledge about how people, individuals, and groups act in organizations and workplaces. Through the study of organizational behavior, managers are able to know the problems affecting the employees in the organization and come up with solutions to solve these problems. As a result it brings they work harmoniously together as a family thereby bringing high achievement If a manager is assigned to manage an organization, it is necessary for him or her to understand how the organization operates. Organization may refer to the combination of science and people. While science and technology can be predicted, human behavior in an organization cannot be predicted. This is because human behaviors arise from needs and value systems of people. Organizations refer to people this means that without people organizations would not exist. This means that if managers want to understand the organizations in which they work, they must first understand the people who are the constituents of the organizations. People are the most valuable assets of the...
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...employer has strong commitments to maintain a totally or partially nonunion workforce. 2. What is the most frequent method of communicating benefits to employees? How can this method be most effective The employee benefit handbook is the most frequent form of communicating benefits to employees. To be most effective the benefit manual should be accompanied by group meetings and videotape. 3. Which is the most popular empirical method of identifying individual preferences in benefits packages? Explain how this method works The flexible benefit plan is the most popular also known as cafeteria style plan or the super market plan. Employees are allotted a fixed amount of money and permitted to spend that amount in the purchase of benefit options. Employees directly identify the benefits of greatest value to them, and by constraining the dollars employees have to spend, benefits managers are able to control benefits costs. 4. Discuss what psychological contracts mean in employee benefit practices Psychological contracts are an articulation of the exchange relationship between the employer and the employee. A psychological contract has been defined as an employee’s subjective perceptions of the relationship of mutual obligations with the employer and the company. Employee benefits can be a part of the psychological contract employees hold about the employer’s obligations to them in exchange for their work efforts. 5. Briefly discuss how workforce demographic changes can...
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...illustrates what the employers has done or failed to do. The critical incidents for performance appraisal are a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period. Each employee will be evaluated as such and one’s performance appraisal will be based on the logs that are put in the evaluation form. The manager maintains logs on each employee, whereby he periodically records critical incidents of the workers behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers’ performance. The critical incidents file of performance appraisal is a form of documentation that reflects all data about employee performances. Most frequently, the critical incidents technique of evaluation is applied to evaluate the performance of superiors rather than of peers of subordinates. Disadvantages of Critical Incident This method suffers however from the following limitations: • Critical incidents technique of evaluation is applied to evaluate the performance of superiors rather than of peers of subordinates. • Negative incidents may be more noticeable than positive incidents. • It results in very close supervision which may not be liked by the employee. • The recording of incidents may be a chore for the manager concerned, who may be too busy or...
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...Organizational culture is the collective behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. At the same time although a company may have "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team. The organizational culture may also have negative and positive aspects. Hofstede (1980) looked for global differences between over 100,000 of IBM's employees in 50 different countries and three regions of the world, in an attempt to find aspects of culture that might influence business behavior. He suggested about cultural differences existing in regions and nations, and the importance of international awareness and multiculturalism for the own cultural introspection. Cultural differences reflect differences in thinking...
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...ever-changing business environment. However, the human capital behavior is extremely complex to understand and manage. Hence, it is important for the management to value Organization Behavior (OB) highly and continue to practice scientifically established methods. Organization behavior principles help the management to effectively manage the human behavior to be successful in the paradigm-shifting business environment of 21st century. There is growing research evidence that employees’ psychological capital is positively related to their performance and desired attitudes. Investing in this human capital results in desired performance outcomes such as increased productivity and customer satisfaction (Luthans, pp. 6). The current work-force is increasingly mobile, spread over globally, culturally diverse and a heterogenous mix of computer literacy. It is evident that such a work-force has created great challenges to the management in performance management, sustaining the intellectual capital and minimizing associated expenses. Monetary incentives alone are not effective in the current environment. Businesses can no longer offer or sustain job security to employees. Hence, in order to keep the employee morale high, it order to sustain reasonably good performance from its human social capital, the management needs to invest in organization behavior and its principles. Understanding, predicting, and management of human behavior helps...
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...Determine how innovations in employee benefits can improve the overall competitive compensation strategy of the organization. Business leaders charged to remain competitive within their industries are discovering a corresponding need to develop and implement programs to develop the competitiveness of their employees within their fields. They are discovering that in order to attract and keep the best employees, they will have to offer these employees opportunities for educational and vocational development that address the need to remain relevant and aggressive in pursuing their career goals. The main objective of compensation strategy is to provide or create an optimal and significant rewards package in anticipation of enticing and rewarding certain employee behaviors. When developing or making improvements to employee benefit programs, companies should compare the benefit packages to competitors. The best benefits are the ones desired by the workforce and are competitive in the marketplace. Compensation strategy can reinforce the organizational culture that the company desires to promote. In the public sector, many aspects of employee compensation is governed by legislation. In most cases, there is not much room for innovative ideas in formulating compensation strategy. When making improvements to your employee benefits it gives you the upper hand in attracting talented employees. Whereas many companies develop a plan and sticks to it, it causes employees to begin to feel...
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...Productive and Counterproductive Behaviors An organization will have employees with one of two behavior types. They can either be productive or counterproductive. The root cause of counterproductive behavior can be rooted in employee turnover, attendance issues, or lack of training. It is up to the organization to make an attempt to identify what the causes of their employees’ counterproductive behavior and attempt to find a workable solution. Productive Behavior and its Impact on an Organization Employers want productive behavior out of their employees because productive employees create revenue for the organization. However, employees tend to think just because they are doing “something” and not idle they are being productive. Their way of thinking would be incorrect. Productive behavior is “employee behavior that contributes positively to the goals and objectives of the organization” (Jex & Britt, 2008). As we can see merely doing something to occupy ones time is not being productive. Whether or not an employee is being productive can be measured by the cost associated with the employee’s performance and how effective they are. For example, there are two employees in a shoe store with similar sales figures and they sell the same number of shoes each month. The only difference in these two employees is that employee A works ten hours per day and employee B works a six-hour day. Employee B is the more productive employee because employee B accomplishes the same goal in...
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