TEXT 4. HOW TO LEAD YOUR EMPLOYEES TO TOP PERFORMANCE
1. UNIT 8. Текст «HOW TO LEAD YOUR EMPLOYEES TO TOP PERFORMANCE», стр. 90-93 читать, переводить, выписать незнакомые слова.
2. Выполнить упр-я .
Учебник: Агабекян И.П.
А23 Английский язык для менеджеров/ И.П. Агабекян, —- Mосква: «Проспект», 2019 — 352 с (Высшее образование).
HOW TO LEAD YOUR
EMPLOYEES TO TOP
PERFORMANCE
If an employee's job satisfies his or her needs, the employee responds more favorably to the job. This may happen, for example, when an employee is given the responsibility for managing the office on his or her own, and is recognized for doing it well. Or it may occur when a sales representative is assigned full responsibility for developing new business as well as maintaining existing customers in a territory and is recognized for the accomplishment. Such employees tend to take their responsibilities seriously, act positively for the firm, and are absent from work only rarely.
The key point is that when a job satisfies needs, the employee may bring greater commitment to the job. Some needs common to all individuals are basics like food, house, and security for the future. Normally a fair wage level and a feeling of security that the job will continue satisfy these needs. Other needs must also be satisfied. Most of these are related to:
a. The firm's personnel practices such as complaint handling or vacation scheduling
b. Working conditions
c. Discipline and the way instructions are given, and
d. Total compensation, including benefits practices.
Dissatisfactions will result if the employees see that what their firm
provides in any of these aspects is much poorer than what other firms provide. On the other hand, improvements above an acceptable level generally do not bring about greater employee commitment in the long run.
For example, total disregard for employee complaints (personnel practices) can lead to serious problems for the firm. When employee complaints are handled well, serious problems tend to be precluded from developing but there is no major gain in deep employee commitment to the job.
What then does bring about a serious commitment to the job and firm? There are factors that generally cause a deep commitment to job performance for most employees.
These are:
1. The work itself - to what extent does the employee see the work as meaningful and worthwhile?
2. Responsibility - to what extent does the employee have assignment and the authority necessary to take care of a significant function of the organization?
3. Recognition - to what extent is the employee aware of how highly other people value the contributions made by the employee?
4. Advancement - how much opportunity is there for the employee to assume greater responsibilities in the firm?
These five factors tend to satisfy certain critical needs of individuals:
1. One need is the feeling of being accepted as part of the firm's work-team.
2. Another need is for feeling important - that the employee's strengths, capabilities and contributions are known and valued highly.
3. A third need is for the chance to continue to grow and become a more fully functioning person.
If the kinds of needs just described are met by paying attention to the factors previously listed, an owner/manager will have taken significant steps toward gaining the full commitment of employees to job performance. To do this, several practical strategies and methods can be used, such as:
■ Establishing confidence and trust with your employees through open communication and the development of sensitivity to employee needs
■ Allowing employees participation in decision-making which directly affects them
■ Helping employees to set their own work methods and work goals, as much as possible
■ Praising and rewarding good work as clearly and promptly as inadequate performance is mentioned
■Restructuring jobs to be challenging and interesting by giving increased responsibilities and independence to those who want it, and who can handle it.
Assignment. Write a short essay on:
1. How to improve the performance of employees.
2. Factors that satisfy employees’ needs and methods to raise employees’ job performance.