工商管理外文参考文献译文及原文和参考文献 第8页
rotating "chore wheel." McLaughlin thought the wheel was just the thing to clean up the mess and teach his employees a little corporate responsibility. But he also wanted to institute something that would help improve camaraderie. That's where another kindergarten institution, the milk-and-cookies breaks, came in. "I wanted to build relationships among the employees, to make them feel more company morale," he says.
Rather than posting an actual wheel in the office, McLaughlin had chief operating officer Tom Gavin post the tasks -- and the names of the employees who were responsible for them -- on the company intranet and on a board in the kitchen. There are eight tasks in all: stocking the kitchen with food and drinks, cleaning and organizing the dishes, maintaining the supply closet, sorting and distributing the mail, tidying the kitchen, overseeing the reception area, arranging and setting up the snack breaks, and acting as ombudsperson. Each employee (plus a backup) is assigned a particular task for a week. Any disputes or questions go to the ombudsperson, who also handles miscellaneous tasks, such as changing lightbulbs and fixing the printer.
4 To Uncover Employee Potential
People designated as leaders because of their actions, rather than title alone, know that their success is measured by the success of their employees. Such leaders know that if they foster an inhospitable environment, then only the hardiest of employees will flourish. The most skillful leaders uncover and help nurture individuals? potential, using missteps or mistakes as opportunities to augment and build on strengths. This approach elevates the performance of the group, and also supports and reflects well on the leader.
Many popular evaluation methods, such as performance reviews, focus too heavily on identifying areas of low performance or weakness. Concentrating on these weaknesses, without also highlighting strengths and emphasizing how weak areas might be strengthened, may result in a self-fulfilling prophecy: you build a poor image of the employee and he consequently performs ? down to? his potential. It can also lead to wasted resources, and you? ll end up getting a minimal level of performance from an employee with star potential.
Results of under-expecting the performance potential of employees include low morale, unsatisfactory performance, and higher degrees of employee turnover. In fact, many surveys suggest that employees often leave a company not because of dissatisfaction with the company or work itself, but because of poor relationships with a manager and/or unpleasant interpersonal issues[6].
So the question remains: How can you unearth and nurture your employees' strengths? Here are a few tips to help you achieve that goal.
4.1 Make time for positive recognition
Whether in casual conversation or a formal performance review, think about and genuinely express positive feedback for the employee. Be specific about what she? s doing well, and share examples. The benefit is two-fold: The employee 毕业论文
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http://www.751com.cn/There? s a funny equation applied to many promotions: People who excel at a specific job are promoted to management level. As a result, you? ve often taken the person out of the exact environment in which she succeeds and which she likes -- possibly reducing her success in the new position. Also, you cannot fully uncover a person? s strengths without her input. Tap into what she discerns as her strengths by asking what she enjoys most, and why, and in what role she believes she? s of most value to the organization.
3.4 Get co-workers? Thoughts
As the business leader, you work with employees in different ways than they work with each other. ? Fertilize? your assessment about an employee? s strengths with co-workers? thoughts. A word of caution: This activity requires deft execution and should not be performed informally. Discussing an employee? s performance with other employees should never be done. However, implementing a 360-degree feedback loop or sharing kudos and thank-you? s at staff meetings can provide insight into traits and behaviors that suit -- and benefit -- the entire team[5].
4.5 Look to history for clues
If you find yourself mired in thoughts about an employee? s weaknesses, spend time concentrating on why you hired him, what his resume and references told you, and what your first impressions were. There were reasons you brought this person on board -- revisit those reasons to refresh your thinking about his strengths, contributions, and potential.
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