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[.]
KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ GS, TS, BS LÊ HỒNG NINH MỤC TIÊU • Chẩn đốn vấn đề lực làm việc • Thúc đẩy khả người khác cơng việc • Tạo mơi trường thúc đẩy / động viên cơng việc CƠNG THỨC NĂNG LỰC Formula for Performance Performance = Ability x Motivation (Effort) Ability = Aptitude x Training x Resources Motivation = Desire x Commitment Diagnosing 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? Ba dấu hiệu nguy hiểm suy giảm khả (Three Danger Signals of Ability Degeneration) Taking refuge in a specialty Focusing on past performance Exaggerating aspects of the leadership role Năm công cụ giúp cải thiện khả (five tools for improving ability) Tái cung cấp (Resupply ) Đào tạo lại (Retrain ) Trang bị / tân trang ( Refit ) Phân công lại (Reassign) Trả tự (Release ) Management Styles Theory X: Employees are seen as lazy Theory Y: Employees want to a good job Sự liên quan hài lòng lực Relationship Between Satisfaction and Performance EMPHASIS ON PERFORMANCE EMPHASIS ON SATISFACTION LOW © 2007 by Prentice Hall HIGH LOW HIGH Indulging Integrating Ignoring Imposing 6- Bốn dạng Buông thả (Indulging): focuses on satisfaction rather than performance Ấn định (Imposing): focuses on performance rather than satisfaction Sao lãng (Ignoring ): focuses on performance or satisfaction Hợp (Integrating): focuses equally on performance and satisfaction © 2007 by Prentice Hall 6- 10 Path Goal Theory Insert figure 6.2 © 2007 by Prentice Hall 6- 16 Performance → Outcomes Using rewards and discipline to encourage good exceptional behavior and extinguish unacceptable behavior © 2007 by Prentice Hall 6- 17 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 © 2007 by Prentice Hall 6- 18 Managers’ Actions as Reinforcers Manager’s get what they reinforce, not what they want © 2007 by Prentice Hall 6- 19 Behavior Shaping Strategies © 2007 by Prentice Hall 6- 20 Disciplining: responding negatively to behavior to discourage future occurrences Rewarding: linking desired behaviors with employee-valued outcomes © 2007 by Prentice Hall 6- 21 Extrinsic Outcomes: outside the control of the individual Intrinsic Outcomes: experienced by the individual as a result of successful performance © 2007 by Prentice Hall 6- 22 Work Design The process of matching job characteristics and worker’s skill and interests © 2007 by Prentice Hall 6- 23 Job Characteristics Model Insert figure 6.4 © 2007 by Prentice Hall 6- 24 Work Design Strategies • Combine tasks • Form identifiable work units • Establish client relationships • Increase authority ã Feedback â 2007 by Prentice Hall 6- 25 ... đề lực làm việc • Thúc đẩy khả người khác cơng việc • Tạo mơi trường thúc đẩy / động viên cơng việc CƠNG THỨC NĂNG LỰC Formula for Performance Performance = Ability x Motivation (Effort) Ability