Stratlgils lor ER:8CtiVl I', Plopll

, MlnaUlmlot


This book is dedicated to my daughter Sharla and husband John

fOf all their help and suppo.rt -M'U

Table 01 COldents

24 Strategies for Effective People Manogemen t

Introd'uc::tion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vii

Strategy 1

Understand What Motivates Your Employees.

Strategy 2

Motivates Your Employees ..10

Strategy 3

Manage Change Effectively. . . . . . . . . . . . . . . . . . . . .18

Strategy 4

Appreciate Your People Asset. . .. .... . . .24

Strategy 5

Understand Workplace Diversity.. . .27

Strategy 6

Turn Workplace Diversity lntoan Advantage. . 29

Strategy 7

Be Aware of Micro Inequities 34

Strategy 8

Train and Empower vour Employees. 39

Strategy 9

Encourage Opportunities for learning 42

Strategy 110

Prepare Employees for Advancement for

Advancement with Succession Planning .. 45

Strategy 11

Develop Your Management Skills .... ... . 49

Strategy 12

Address and Improve Relations with Employees ... 54

Copyright U 2007

Myra lao Jucutan, CP M. CPIM and Felix M.lao Jr., Ph.D.

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Strate9J 13

Maintain Discipline S6


Reduce Em,ployee Grievance 59

St,r.tegy , 5

Counsel Your Employees ..............•............ 62 Strategy"

Focus on Teamwork 68

Strategy 17

Develop Positive Personal

Attributes for Effective Management .74


Be Efficient at Problem-Solving. , , .. 80


Promote a Conducive

Environment to Manage Conflict 8,7


Be a Mentor 95

Strategy 21

Provide Feedback to Employees

with Performance Apprai~ls 98


Lead by Listening', 107

Strategy ,23

iBuildlirustto Improve Team Pl:loductlv,ity ..... : " ... , .112 Strateg" 24

Schedule Weekly Dialog uesto Generate1~a'eas ..... :"q1J

About the Authors 128

lncreased and sustelned efficiency and productivity a re po.ssible t!lu1ough strategic management of people. Management that embraces the ,rea,lity of people as an invaluable organizatiionall resource addresses the key challenge on how to all of their people's strengths and transform these into excellent job performance. Com rnon sense tells you that without people, no products can be developed or made, nor can products and/or services be delivered or CUStomer relationship initiated or enhanced Even in loday's highly automated world, the people are glue that ho'ldsall the process together; maintain the machines,evaluate product quality and ensure t1imely delivery:

However,the unfortunate reality iis that human resources have al'wa,ys _!>een viewed as expandable and ea,sUy replaceable. When people are treated not as an asset or a valuable resource, theirtrust. motivation, commitment loyalty and ~rformance erode. Mana.gement must follow simple core strategies for people mana-gement, namely to m~tivate, recognize, train, develop, support, encourage, enhance, control and lead. The chapters in this book will help you find the best ways to handle people management issue that are all too apparent but sometimes overlooked: in today's fast paced workenvironmenl

An emp'I'oyee's life cyde begins when he JOins a company. ""Managefs18fein a-key..position to motivate a nd Inspire. A road map IIlllst be~edto-.ali9fl i*OpJe ..strategies to achieve organization goals. These include how to manage a'divell'Se y(orkforce, mentoring. succession planning, promotion to management, employee empowerment problem solving, conflict management, and effective leadership styles. These

- stages are achieved all through a person's working life.


Objectives, proper assessment: , training, support and encouragement will help employees realize their full potential, and subsequently benefit the organization's efficiency and productivity.

Unfortunately, the core strategies for people management are not an exact science. There are no formulas and no set calculations. But finding out what your employees want and seeking a way to enable and empowerment them will results in loyal and productive followers. Employees that are valued, nurtured, rewarded and supported on a continuous basis make for a strong competitive advantages in today' business.

People management involves a strong belief in people. Each employee has streng.ths and potential. "If people believe in themselves, it's amazing what they can accomplish."People do what is expected of them, if you expect them to do well. This book will provide you with people management tools to create high-performance employees who are loyal, responsive and flexibie. Now is the time to recognize the benefits of strategic people management. Motivate your people to be committed, develop their capabilities, and enhance their potential. Major companies abroad have long realized that these activities will greatly impact and raise performance, efficiency and productivity.

Organizations are not built through the useof assets alone, but more importantofpeople.

( " StrIa •• I.II.r Eft.cdn •••• 1 It) 1


Undemand W'hat Motivates You 'Emplovees

The foUowing motivational theories are intended as qurdes and resources for management to gain understanding and awareness of sundry variables that relate to employee performance and motivation. These should be viewed and approached with an open mind, so as to improve business processes, management, leadership, policies and guidelines that meet individual needs, as well as those of the business, All of the theories are important for management to achieve optimum performance through an awareness of sound principles and a framework of guidelines as an approach to human relations.


2 (21 S1nIIIIIII.r EftKIIIII ... ,1' ••••••• It )

5 Motivational Theories


Tradillonal• Theon I

:l Sigmund Freud, physiologist. medical doctor, psychologist and father of psychoanalysis, is generally recognized as one of the most influential and authoritative thinkers of the twentieth century (1856-1939)

:> Theory X postulates that people are no lover of people :> Pessimistic

:> Assumes that people are hard-headed, stubborn, lazy, hate to go to work, or avoid work

:l Assumes that people have no ambition, no initiative and do not like responsibility

:> Assumes that people must be rewarded, coerced, intimidated and punished to perform their jobs

:> That managers constantly police thei r staff to do the assigned


:> That managers do not trust their employees

:> Resulting in oppressive and frustrating work atmosphere :> Resulting in hopelessness, that there is no possibility of

achievement or creative work

( !l1IJ ......... Ullcdll ........ ,".,.) I


TradRlonal ThelnY

:> Douglas McGregor, an American social psychologist, postulated his famous Y theory in his 1960 book, The Human Side Of Enterprise

:> Theory believes ~ple want to learn and work

:> Believes people develop self-discipline and selfdevelopment

:> Belie\lles management work:s with the employees to ensure self-development

:> Believes imagination, creativity and potential are encouraged

:> Empowers employees and lets them develop free~y



~ Abraham Maslow. an American psychologist. noted for his books on the hierarchy of human needs. 1908-1970

:> Theory Z postulates fresh. open. sunny, cheerful work atmosphere

4 (24 lUlU IIr OI.cllVl •••• , 11)

~ Believes that good qualities are inherent in people

~ That ideas revolve around the meaning and significance of human work (to banish boredom, vice, and poverty)

:> That basic human needs are physiological (lowest), safety, love, esteem and self- actualization (highest)


Motivation to Satisfy Need

Challenging p'oJ~"> OpP<lrlunlUos for I"oo.olion and (,.allvlty Learning 01 a HIgh Level.

... t .. m

Important Proj~cts. Recognlt1ol1 of Strength Intelligence, PrE".ltgif' and Stafus


~_ •• bel.Gnging

Ate"plance. Group Mpmb<!r,h,p. Mroclal<on with 5ucc.,,[ul Teem.tcve .nd Affectlon,

Physltdl Salely. [conomlc SecurllY Freedom 'rom Th,edf!., (om fort. Pe-ar-r


.... , •• y and IKurlty

Wal.r, Food. Sleep. Warmlh. H.,Uh, ElI.rel"" Sex

physlal survival n"d.

Maslow's Hierarchy of Needs

:> Man is perpetually wanting, never satisfied, aspires fort he next higher need, ongoing activity, determined to attain perfection through self-development

:> All the needs are always present

~ Self-actualization is characterized by integrity, responsibility, simplicity, hard work and total commitment

(24 ShUI'.sl., ElfHdvt •••• '1 ) 5



:> David C. McClelland from Harvard University is best known for his research on achievement motivation (1917-1998)

:> Based on the assumption that people develop various needs through life experiences

~ That the three needs are life achievement (desire to do something better than was done before), need for power (desire to control. influence, or be responsible for others), need for affiliation (desire to maintain dose and friendly personal relationships)

:> That the relative strength of these needs is what motivates people

:> "'That achievement-motivated people prefer to work on problems, rather than leave them to chance

:> That achievement-motivated people normally do not seek money but rather obtain satisfaction in solving the problem and getting feedback on their work and lastly,

.:> Has the capacity to set high but obtainable goals

II (1.111 ...... , .. EIItCIIII ..... , •••••• l

~ &F. Skinne,;1~ 1990.emphasiMdthe theoredcll' idea· that ·,rei.nforcet1Jent- from, the environment ,contro'is behav'or

:I' That people behue as they do bKilUse oflhe kind of c4nsequenc-esthey'e><perience asa result ef their lbeha.vkK

0, That people wm perform if there are positive consequences (rewards and Ipraises), ,a nd avoid actions that wi II resu'lt 'n negative consequences. (puniShments, and fines)

= That posltiYe consequences ar:e mor,ee.ffectiYIi! than, punishment

:> That. ,em.i3'oyees who are repeatedl,y punished will feel demotivated',los.e self-eonfidence, and believe they are a failure and ,cannot do anythingl 'right

:I' h is an iimpolUntC!Onsideradon to !know what level of positive wnsequencesan employee needs: if a person, has finandal! st.atus, praise ,and recogni.tioll mil)' be mOW::8 importantt:hanany monetary reward

:I' IPositive rewardsc:ould iinclude profit~shadng. as weJ.I as job enlargement and job enrichment

n,IlrlU'lllIr' ElICIIII 111 J

1. Individual needs wil) be at various Ie¥eI:s. cIependinI)' 'an their age and experiences:

2.. There in wide diversity amongl employees, So tnat there Is a, critical need to, riecogniZedifferences and treat empIo)lee5' aGcordingl¥

.i.1he organiDtion must be supportl;ve of its members

4. Successionl planning becomes ,edticalto' Ipasson .he knowledgeofseniorpeop'leto new employees.

5. There is, a cha,nge of attitude wilen em.p:l!oyees are ,equIpped: With further education, knowledge ,and training

6. 1hereis a shift lin values, 'in the woi'k,place when different genemtio.ns work together

11.. WhetiI, emptoyeeS, are'b'eated as humanl 'being$,_1 dignity and :l\espect, they are more Jikely to, IresRQnd positively and 'ClooperatNely to ImanageD)el1t.

2. Motivated employees are morE productive and creative When, t:hey areseen as partners, and their ideas and opinions respected, 'employees win Inot be heslitant to sharE these, cooperate and perform their best. to support d1e SW,PEliVisor, dlerebysupponingl (ompan)l

3. ''You can take a horse to water, but you cannot force it to drink:-

4. People have different,avenues for motivation: belonging, money, security, job satisfaction, excelling in the workp'lace, and leaming, among many other needs.

5. Managers must seek to understand individuall differences to meet varied needs, and how to achieve a win-win resolution for ·effective performance.

6. Monetary compensation for a job well done is a great

motivator. .

7. Awards or recognition are also forms of compensation that elevate morale and self-confidenc.e.

8. When employees are satisfied with the working conditions, there is no conflict everyone gets along, the supervisor supports their needs and ensures safety; there is, no reason for an employee to 'leave the company, and he will not hesitate to offer loyalty and perform well.

9. Empl'oyees who are integrated into a team, and have their opinions and ideas heard feel that they belong and are part of the company's success, encouraging employees to do their share of responsibilities when they know the vision and the goals. that. are needed to succeed.

, O. Supervisors should provide consistent feedback on how the company is doinq, Sharing the success in the form of profit-sharing, bonus incentives and stock ownership will motivate employees to help achieve the goal.

11,.. Supervisors must empower employees to be responsible for their own work center and not be too critical about failures. The important aspect is to learn from errors.and standardize the process so it becomes a repeatable habit, a way of doing things.

( 24 1b'ttI, •• '" EftH ..... IN .... i ....... III] •

12. Give the employees consistent feedback andapprec1ation for ajob well done, in private and in front of peers, toshow support and increase morale.

13. P~ovideforcross-training and education,. When 'employees are given room for growth and skills enhancement these 'lead to self-confidenc,e,.ther,eby mot,i,vating them to teach others as well.

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