Ch. 9 Orientation, Developing, & Motivating Employees Flashcards
The process of introducing a new employee to an organization, a job, and a work unit
Orientation
2 parts of orientation
Orientation to the job
Orientation to the organization
Employee orientation that includes:
- Outline of the day
- Introduction to staff
- Tour of the workplace
- Guidance on using the equipment
- Explanation of job duties
Job Orientation
Employee orientation that introduces the company’s mission/philosophy; often conducted by HR department
- individually or in groups
- paperwork, benefits package
- tour of entire facility
- organizational policies & procedures
- employee handbook
Organization Orientation
Maslow’s Hierarchy of Needs
Hertzberg’s dual-factor theory
Self-determination Theory
Motivational Theories
Theory that physiological and safety needs must be satisfied before higher level needs, such as esteem and self-actualization, can be achieved
Maslow’s Hierarchy of Needs
Theory that hygiene factors (salary, benefits, working conditions, employer’s policies, etc.) must be present in the workplace, but additional motivational factors (sense of achievement, meaningful work, promotional opportunities, etc.) are needed for employee satisfaction
Hertzberg’s Dual-Factor Theory
Theory focused on 3 basic psychological needs that coexist in people:
1. Autonomy
2. Relatedness
3. Competence
Self-Determination Theory
Perception of having choices
Ability to act in a way that matches desires
Autonomy
Feeling connected to others
Relatedness
Feeling effective
Learning & growing
Competence
Theory that people in a particular age group tend to share a distinct set of beliefs, attitudes, values, and behaviors and are likely motivated by similar things.
Generational Theory
Employer sponsored educational activities; usually occur during work hours
- Update and introduce employees to new issues or topics related to their jobs
- Review and refresh previously learned material
- Some mandated by accreditation
In-services
Type of in-service that is routine and covers topics like fire safety, hand washing, and ergonomics
- Often cover policy & procedure review
- Attendance at these sessions is required and documented
Short in-services
Type of in-service that require that staff members be relieved of their regular duties
- May be conducted outside of the immediate work setting
- May be used to introduce new concepts, processes, or policies
- May be used for team-building
- Topic is presented by experts in the field
Longer, more extensive in-services
Educational activities that are conducted by an external organization and take place outside of the workplace
- professional meetings
- trade shows
- workshops
- seminars
- college classes
Continuing Education
Continuing education requirements
RDN: 75 credits every 5 years
ACSM: 45 credits every 3 years
Management tool that designates hours and times each employee works
- Right skills, right place, right time
- Meet the needs of employer while accommodating employee needs and preferences
Labor Schedule
Tool used by managers to evaluate personnel performance
- Review performance since last review
- Evaluate achievement of goals
- Identify strengths and areas for growth
- Set goals for the next review period
- Serve as the basis for pay increases
Performance Appraisal
Evaluation of an employee’s ability to perform a specific skill or task
Competence Assessment
Merit increases
Cost-of-living adjustments
Single rate systems
Pay for performance
Compensation
Pay raise based on employee performance
- Results in a permanent change to the base rate of the employee
- Percent increase is tied to the evaluation, but tend to be higher in good economic times and lower in downturns
- New pay rate must remain within the pay range for the job classification
Merit Increase
Pay raise based on inflation rates
- Allow the employee to maintain purchasing power
- Given to everyone in the organization regardless of performance
- May be in conjunction with merit increases
Cost-Of-Living Adjustments
Increase in the base rate of pay for all employees whose work falls within a standard range
- Often used in settings where the workers are unionized where the rate is set in the union contract
- Should not be used when worker productivity varies widely
Single Rate System
Incentive pay program that rewards employees based on performance, but does not change the base rate of pay
- Annual bonus, cash award
- May be used in combination with other compensation plans
Pay for Performance
Employee-of-the-month program
Certificates or trophies
News release
Public compliment
Posting accomplishments of individuals of groups
Non-Monetary Compensation
The ability of an employee to change jobs, within or outside of the organization (could be upward, downward, or lateral)
Job Mobility
promotion to a higher position
Upward mobility
demotion to a lower level, sometimes done to lessen stress or responsibility
Downward mobility
movement to a new position at the same level, often to learn new skills
Lateral mobility
