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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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• Define parameters and mechanics. After you identify the behaviors that you want to reinforce, develop the specifics of your reward system, and create rules that are clear and easily understood by all employees. Make sure that targets are attainable and that all
The Management Bible
Ask Bob and Peter: I have found that working in a strictly commission environment causes a lot of friction. When the chips are down and a salesperson has to weigh between being slightly dishonest with a customer or coworker to make a sale and making ends meet, often the customer or coworker loses out. I have often felt that commission sales result in the staff working for the good of themselves rather than the good of the company. How can commission sales function in an organization when the very nature of this pay method promotes behavior such as being dishonest with customers, weaseling away customers from coworkers, and doing virtually anything to make a sale? Commission salespeople, by the very nature of their pay structure, are often driven to infighting. How can more positive motivation methods be implemented in this environment?
If you reward your employees—commission or otherwise—for "being dishonest with customers, weaseling away customers from coworkers," and so forth, then that's what your employees will do. To change your employees' behavior, first decide what behavior you want your employees to exhibit. Then take a very close look at your system of rewards and recognition, and make sure that it reinforces the employee behavior you want. For example, if you want your commission salespeople to cooperate with one another, then give them an incentive to do so—perhaps a cash reward for an "assist," like an assist in basketball or hockey where a player sets up a teammate to make the score. Or, have part of the honor of being top salespeople be an expectation that they share with the entire group their strategies for closing their sales. Find out from your employees what rewards motivate them the most, and use that information to reinforce the behavior you want them to exhibit.
employees have a chance to obtain rewards. For example, your clerks also should have a shot at the rewards, not just salespeople or assemblers.
• Obtain commitment and support. Communicate your new rewards program to your employees. Many organizations publicize their programs in group meetings. Present the programs as positive and fun activities that benefit both the employees and the company. To get the best results, plan and implement your rewards program with your employees’ direct involvement.
• Monitor effectiveness. Is your rewards system getting the results that you want? If not, take another look at the behaviors you want to reinforce, and make sure that your rewards are closely linked. Even the most successful rewards programs tend to lose their effectiveness over time as employees begin to take them for granted. Keep your program fresh by discontinuing rewards that have lost their luster and bringing in new ones from time to time.
Use the following checklist of effective techniques to keep your employees involved and motivated on an ongoing basis.
1. Personally thank employees for doing a good job—one on one, in writing, or both. Do it timely, often, and sincerely.
2. Take the time to meet with and listen to employees—as much as they need or want.
3. Provide employees with specific and frequent feedback about their performance. Support them in improving performance.
4. Recognize, reward, and promote high performers; deal with low and marginal performers so that they improve or leave.
The Management Bible
It's relatively easy to have happy employees: Give them what they want, when they want it. Far more difficult, however, is to have employees be excited about the job and objectives you most need them to do. The process of getting someone "up" for that challenge—and keeping them up—is a moving target and never-ending challenge for any manager. Today, this is best done by starting with what is important to your employees and then achieving what is important to the organization within that context. In other words, you need to have your employees truly feel you are on their side, willing to do whatever is necessary to help them to succeed. If someone has a good boss, that is, a person who values and respects his or her employees on a consistent basis day in and day out, that person tends to feel he or she has a good job—the two go hand in hand. This requires a realization that the strength of any relationship can be measured by the last interaction. If you truly trust and respect someone else, it shows in every interaction.
5. Provide information on how the company makes and loses money, upcoming products, and services and strategies for competing. Explain the employee’s role in the overall plan.
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