Chapter 4: Leaders Facilitate Employee Performance
Principles of Employee Motivation
Definition of Motivation: Motivation is defined as the process of giving employees a reason to do something. It is an internal state; managers cannot force or require it because it stems from personal interests and internal factors.
Benefits of Motivated Employees:
Promote teamwork.
Make suggestions for operational improvement.
Maintain high levels of interest in their jobs.
Consequences of Poor Motivation: Employees doing the bare minimum lead to poor customer service, a decline in work quality, and negative impacts on teamwork and overall profits.
Managerial Influence: While managers cannot force motivation, they can encourage it through:
Recognizing the value of employees.
Treating employees respectfully.
Conceptual Models of Motivation:
Abraham Maslow’s Hierarchy of Needs: Proposes that as soon as one need is fulfilled to the desired extent, a person is motivated to fulfill the next need in a specific order, beginning with the lowest/most basic level (physiological needs).
Frederick Herzberg’s Two-Factor Theory:
Motivation Factors: Factors that encourage employees to work harder, go beyond the ordinary, and make a real difference.
Maintenance Factors: Elements that, if not addressed, can make employees unhappy and prevent them from performing well.
Practical Motivation Methods:
Create a sense of engagement.
Model desired professional behavior.
Maintain a positive attitude.
Treat employees with respect and fairness.
Get to know employees personally.
Encourage open feedback, involvement, and inclusion.
Share industry knowledge and communicate regularly.
Empower employees.
Identify specific factors that motivate each individual employee.
Recognize high performance and achievement.
Opportunities for Employee Input: Managers should seek input on:
New menu and beverage items.
Responses to customer complaints.
Cost-reduction suggestions.
Improving customer satisfaction and check averages.
Setting team goals.
Food safety practices and handling suggestions.
Marketing ideas.
Employee Expectations of Managers:
Professionalism: Managers must demonstrate high skill/knowledge, exhibit high standards, and practice leadership, excellence, honesty, and respect.
Personal Treatment: Refers to ethical interactions and the operation's value system regarding daily conduct.
Work and Task Support: Providing necessary tools, equipment, clear directions, a safe environment, and professional development support.
Employee Development Programs
Objective: To help employees improve performance and acquire skills for future positions. Programs focus first on the operation’s needs and then on the employee’s goals.
Program Types:
Formal: Includes written goals agreed upon and signed by the manager and employee.
Informal: Based on oral statements and agreements.
The Development Process (Steps 1–7):
Establish Goals: Prioritize based on operational needs. Budgets are a limiting factor (e.g., attending a managers' meeting costs nothing, but off-site workshops incur expenses).
Select Development Methods:
Internal: Special projects, cross-training, or HR programs in large businesses.
External: Local trade schools, community colleges, professional associations, books, videos, or internet-based training.
Approve and Implement the Plan: Address activity prioritization, time commitment (including personal time), and expected results.
Monitor Progress: Managers observe behaviors and provide feedback on whether progress toward goals is acceptable.
Evaluate the Plan: Use measurable developmental activities for easier evaluation; formal monitoring often occurs during performance reviews.
Celebrate Success: Recognize completion with congratulations or promotions.
Maintain Success: Document educational activities in the employee's personnel file.
Maintaining a Positive Workplace Environment
Core Strategies:
Focus on Employees: Spend 1:1 time; keep promises to build trust; be honest about the ability to meet employee needs.
Open Communication: Asking for feedback increases employee involvement and improves attitudes.
Celebrate Success: Tie celebrations to goals, project completion, and desired behaviors.
Promote Diversity and Fairness: Follow up on all harassment or discrimination claims.
Legal Protections against Harassment/Discrimination:
Title VII of the Civil Rights Act of 1964.
Age Discrimination in Employment Act (ADEA) of 1967.
Americans with Disabilities Act (ADA) of 1990.
Types of Sexual Harassment:
Quid Pro Quo: Latin for "this for that." Occurs when sexual actions are expected in exchange for employment benefits (hiring, raises, scheduling).
Hostile Environment: A sexually demeaning or intimidating atmosphere (e.g., offensive jokes, demeaning names, explicit materials).
Workplace Harassment Solutions:
Zero Tolerance Policy: No amount of harassing behavior is allowed.
Reporting: Everyone is responsible for stopping and reporting harassment.
Prevention: Establish grievance processes, provide antiharassment training, and take immediate action on complaints.
Unlawful Conduct Examples: Offensive jokes, slurs, epithets, physical threats, ridicule, insults, or interference with work performance. The victim includes anyone affected by the conduct.
The Leader as Coach
Definition of Coaching: One of the most effective methods involving informal efforts to improve performance through listening, patience, and focus.
Coaching Principles:
Be tactful with corrections; focus on behavior, not the person.
Emphasize positives first before corrective discussion.
Demonstrate correct procedures; show the "right way" more than discussing the "wrong way."
Explain reasons for changes from the employee’s viewpoint.
Praise in public; discuss negative behavior in private.
Compare performance against standards; provide positive reinforcement for correct tasks.
Basic Coaching Process:
Reinforce Positive Performance: Acknowledge correctly performed tough tasks.
Correct Negative Performance: Explain why an action is incorrect and show the right way without embarrassing the employee.
Progressive Discipline: Utilize a series of punishments that increase in severity if unacceptable performance persists.
Managing Conflict
Causes: Personality clashes or disagreements over work situations.
Conflict Resolution Process:
Determine the facts.
Develop a resolution meeting the needs of all parties.
Communicate and document the resolution.
Follow up.
Specific Resolution Strategies:
Negotiation: Discussion between involved parties to reach an agreement.
Mediation: A neutral third party facilitates discussion and makes suggestions.
Arbitration: A neutral third party reviews facts and makes a binding decision.
Employee Performance Appraisals
Step 1: Preparation:
Set time/place in advance.
Review job descriptions, previous goals, project reports, attendance, and skills.
Gather data from all managers.
Use a self-evaluation form (covering strengths, opportunities, accomplishments, and future goals).
Step 2: Conducting the Meeting:
Involve the employee in goal-setting to create ownership and pride.
Maintain an open, friendly atmosphere.
Compare actual performance against goals; agree on new goals.
Step 3: Closing and Following Up:
Summarize, ask for employee comments, and end positively.
Document the meeting and provide the employee with a summary copy.
Addressing Failure to Follow Standard Operating Procedures (SOPs):
Compare observed performance with SOPs.
Identify gaps (minor vs. serious).
Determine the reason (training problem vs. discipline issue).
Correct the behavior (coaching or retraining).
Monitor to ensure correction.
Follow up with disciplinary action if needed.
Digital Solutions for Performance Support
Tools: Learning Management Systems (LMS), engagement platforms, messaging apps, and HR software.
Applications:
Motivation: Gamification of incentives (points/badges for goals or customer feedback).
Conflict Management: Internal messaging and project management platforms provide transparency and documentation.
Performance Appraisals: Monitoring metrics like punctuality and customer service scores for data-driven feedback.
Workplace Safety: Digital training tools for updates on safety protocols and tracking compliance.
Questions & Discussion
Knowledge Check: Motivation:
What is the traditional definition of motivation? (The process of giving employees a reason to do something).
What is the lowest need in Maslow’s hierarchy? (Physiological needs).
What are Herzberg’s two factors? (Motivation factors and Maintenance factors).
Knowledge Check: Development:
Why do development goals vary? (To align with unique employee goals and operational needs).
What is the first step in development? (Establishing goals).
Knowledge Check: Workplace Environment:
Why is open communication important? (Makes employees feel involved and improves work attitude).
How does celebration contribute? (Reinforces reaching goals and desired behaviors).
Knowledge Check: Coaching:
What traits are needed for coaching? (Listening skills, patience, and focus).
How should a manager handle incorrect performance? (Explain why it is wrong and demonstrate the correct way).
Knowledge Check: Conflict:
Who might act as a neutral party in a small operation? (A manager or owner not involved in the conflict).
Knowledge Check: Appraisals:
What are the three common sections of a self-evaluation? (Strengths, opportunities/accomplishments, and future goals).
Knowledge Check: Digital Solutions:
What are the benefits of LMS? (Flexibility, transparency, and efficient training tracking).