KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ GS, TS, BS LÊ HOÀNG NINH MỤC TIÊU • Chẩn đoán vấn đề năng lực làm việc • Thúc đẩy khả năng người khác trong công việc • Tạo được môi trư[.]
Trang 1KỸ NĂNG ĐỘNG VIÊN
TRONG QUẢN LÝ
GS, TS, BS LÊ HOÀNG NINH
Trang 2MỤC TIÊU
• Chẩn đoán vấn đề năng lực làm việc
• Thúc đẩy khả năng người khác trong công việc
• Tạo được môi trường thúc đẩy / động viên
trong công việc
Trang 3CÔNG THỨC NĂNG LỰC
Formula for Performance
Performance = Ability x Motivation (Effort)
Ability = Aptitude x Training x Resources
Motivation = Desire x Commitment
Trang 4Diagnosing Poor Performance
• How difficult are the tasks?
• How capable is the individual?
• How hard is individual trying to succeed at the job?
• How much improvement is individual
making?
Trang 6Ba dấu hiệu nguy hiểm của suy giảm khả năng
(Three Danger Signals of Ability Degeneration)
1 Taking refuge in a specialty
2 Focusing on past performance
3 Exaggerating aspects of the leadership role
Trang 7Năm công cụ giúp cải thiện khả năng
(five tools for improving ability)
1 Tái cung cấp (Resupply )
2 Đào tạo lại (Retrain )
3 Trang bị mới / tân trang ( Refit )
4 Phân công lại (Reassign)
5 Trả tự do (Release )
Trang 8Management Styles
Theory X: Employees are seen as lazy
Theory Y: Employees want to do a good job
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Sự liên quan giữa hài lòng và năng lực
Relationship Between Satisfaction and Performance
EMPHASIS ON PERFORMANCE
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Bốn dạng
1 Buông thả (Indulging): focuses on
satisfaction rather than performance
2 Ấn định (Imposing): focuses on
performance rather than satisfaction
3 Sao lãng (Ignoring ): focuses on
performance or satisfaction
4 Hợp nhất (Integrating): focuses equally on
performance and satisfaction
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New View of Motivation
Motivation
Satisfaction Outcomes Performance
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Motivation → Performance
Motivation begins with establishing moderately difficult goals that are understood and accepted
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Goal Setting
• Characteristics of good goals:
– Specific – Consistent – Appropriately challenging – Provide feedback
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Path Goal Theory
Insert figure 6.2
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Performance → Outcomes
Using rewards and discipline to encourage good exceptional behavior and extinguish
unacceptable behavior
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The Best Award Programs
• Give awards publicly
• Use awards infrequently
• Embed them in a reward process
• Acknowledge past recipients in awards presentations
• Match award with culture
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Managers’ Actions as Reinforcers
Manager’s get what they reinforce, not what they want
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Behavior Shaping Strategies
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Disciplining: responding negatively
to behavior to discourage future occurrences
Rewarding: linking desired behaviors with employee-valued outcomes
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Work Design
The process of matching job characteristics and worker’s skill and interests
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Job Characteristics Model
Insert figure 6.4
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Work Design Strategies
• Combine tasks
• Form identifiable work units
• Establish client relationships
• Increase authority
• Feedback
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Cafeteria Style Systems
Allows employees to select from a
“menu” of benefits, i.e health benefits, insurance, etc
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Fairness and Equity
Workers evaluate what they get from the relationship (outcomes) to what they put in (inputs) and compare this ratio to other’s in a comparison group
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Fairness and Equity
Workers who perceive inequity are motivated to adjust their own or other worker’s inputs and/or outcomes
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Integrative Model
EFFORT (Desire and Commitment)
PERFORMANCE (Extrinsic and OUTCOMES
Intrinsic) SATISFACTION
+
-Absenteeism And turnover
Commitment
2 ABILITY Aptitude Training Resources
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Feedback
To make the connection between behavior
and outcome, consider 1) The length of time between behavior and
rewards 2) The explanation (feedback) for the
reward
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