Workforce Management |
|
|
|
An essential strategy for employers facing a talent crunch, whether as a start-up or as a large venture, is to project the organization as an employer of choice. And this is done through an extended marketing mix though HR departments usually adopt quite a different approach to solving the problem. + read more
|
|
|
|
|
|
|
After having done your best and having gone through the grueling experience of screening and sifting through candidates and interviews to find the best matches for your company, you might feel a bit relieved. You are perfectly justified to feel relieved to have hired the best, only there is no room for complacence, because the moment you hire the best, and from the moment they walk into your company, you need to start thinking on how to retain them. + read more
|
|
|
|
|
|
|
The multitude of problems that plague managers suggests that the traditional theories and techniques of management have not been effective. Unlike other theories of management, behavior modification principles and procedures were first developed in systematic and carefully controlled laboratory research. + read more
|
|
|
|
|
|
|
Although most managers will not directly employ the principles of classical conditioning, it is important for them to understand the process.
First, it can help explain why punitive or disciplinary actions should be avoided or used with caution. Second, managers may find an understanding of classical conditioning useful in modifying their own behavior. + read more
|
|
|
|
|
|
|
Behavioral change experiments to reduce tardiness and absenteeism + read more
|
|
|
|
|
|
|
Behavioral rehearsal is a procedure in which trainees enact or practice the behavior being learned. A program con ducted by Kenneth Wexley and Wayne Nemeroff with 27 first-level managers in an urban medical center illustrates how behavioral rehearsal can be used in training supervisory skills. + read more
|
|
|
|
|
|
|
Too many sales personnel at Emery Air Freight were assuming that promises-such as, "Sure, we'll call you next time we have an urgent shipment"-were sales. A look at the actual sales statistics indicated a need for change. Ed Feeney knew the dangers of rushing into a training program before finding out exactly what behaviors needed changing: He had to know what was happening during the sales calls. + read more
|
|
|
|
|
|
|
In this strategy, an assigned objective or goal acts as an antecedent which elicits improved performance. The new higher level of performance is then reinforced. Gary Latham and Sydney Kinne demonstrated the effectiveness of goal-setting in a program conducted with 20 pulpwood-logging operators. Half of the producers were trained in goal-setting and half were not. Each week the trainer and producer determined minimum production goals. Using the goal-setting training, the producer converted the goal into cords-per-saw hand-hour and assigned it to the workers who directly controlled that production variable-the sawyers themselves. The sawyers were told that the goal was a minimum standard. They monitored their performance with tally meters. Both control and target producers recorded production, turnover, absenteeism, and injuries for their crews. + read more
|
|
|
|
|
|
|
A logger project conducted by Gary Latham and Gary Yukl supported the notion that the nature of the supervisor-subordinate relationship is critical in the success of goal-setting programs. + read more
|
|
|
|
|
Showing 1 to 10 articles out of 47 articles
|
|
|
|
|
|
|
$0
