工商管理外文参考文献译文及原文和参考文献 第9页
4.6 Turn a weakness on its head
Physicists know that every action has an equal and opposite reaction. Applied to employees, consider, ? What? s the opposite of this weakness?? to unearth possible strengths. For instance, if an employee inconsistently completes projects that he developed in the first place, perhaps his strength is in generating ideas, not executing them.
4.7 Allow the employee to test-drive a new role
Maybe you? re seeing the employee in her specific role, yet more of her strengths would blossom in another role. Consider establishing a mini, internal internship program, in which employees shadow co-workers for a day to learn more about the roles and responsibilities available. This test-drive might spark new ideas about increased value from the employee, and allow you to see where a role-shift may make sense for the company. Ensure that the ? internship? leads to valuable information for the company and the individual. Set clear goals and intentions for the exercise, including ?
What we want to know at the end of this exercise? Remember, this information is food-for-thought, not customized counsel. The most effective interpersonal and organizational communication program is one that's been tailored to meet the unique needs of your group.Jamie Walters is the founder and Chief Vision & Strategy Officer at Ivy Sea, Inc. in San Francisco, CA.
5 Non-Cash Incentives
5.1 Winter Holiday Rewards
The hectic winter holiday season is the time to show off a well-thought-out reward strategy that helps yourworkforce stay motivated and focused.
"Holiday rewards aren' t just a good way to express gratitude, they are also good management strategies," saysAlex Hiam, author of Streetwise Motivating & Rewarding Employees: New and Better Ways to Inspire YourPeople (Adams Media Corp.).
5.1.1 Give the gift of understanding
Since employees need a holiday break, why not encourage managers to take their place for an hour or a day? Besides being a nice gesture, it will give the managers a clearer understanding of their employees' jobs, so they can supervise better in the new year.
5.1.2 Give gifts from the heart
Encourage managers to write letters to employees' families telling about recent accomplishments and how much they mean to the company. Throw a party for employees' children.
5.1.3 Give the gift of time
Free time around the holidays is especially valuable. Even if your business increases during the holidays, arrange for flextime; your employees will be grateful all year long, according to Hiam.
5.1.4 Give the spirit of the season
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http://www.youerw.com/a drawing. The winners receive the budget to make an improvement in the workplace. Give them the latitude to do what they need to incorporate ideas that improve their work processes and surroundings. Giving them the opportunity to innovate during the holidays can make a difference all year long.
5.1.6 Help employees with the holiday rush
Hand out catalogs (with a company discount) so that employees can order gifts from work. Have a local store representative come to the office and offer gift suggestions as well as take gift orders. Leave boxes, ribbon, wrapping paper, tape and greeting cards at the front entrance for employees to take home. Hiram' s research shows that considerate management styles boost motivation, productivity and profit.
5.1.7 Make charitable donations in employees' names
Ask employees to identify their favorite causes so that you can personalize the effort[4].54.2 Incentives for All Generations
Incentives play an important role in motivating, rewarding, and energizing employees. "One size fits all" plans do not suit today's multigenerational workplace, which may span more than 50 years. Flexible work arrangements and other initiatives aimed at enhancing quality of life have universal appeal, but the definition of "quality of life" varies by generation.
5.2.1 Mature Workers
Born between 1930 and 1945, mature workers generally have had predictable career paths, worked hard for one or two companies, and moved up the ladder. They are characterized by loyalty to employers and are considered to be risk-averse and conformist. Make sure to value such employees for what they know, not just what they do.
Several surveys by the American Association of Retired Persons have shown that workers in this category will work past retirement age if offered flexible schedules, part-time hours, and temporary employment.
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