This document covers topics related to employee training, development, performance tracking, and motivation. It discusses identifying skill gaps, selecting appropriate training methods, and making learning and development part of the company culture. It also addresses job descriptions, recruitment, and giving job offers. Methods of motivating employees through incentives and rewards are examined, along with using charts and graphs to track performance. Various motivation theories are summarized, including those proposed by Maslow, Herzberg, Vroom, and Skinner.

1. MGT274 Basic Supervision
Week Six
Motivating Employees & Tracking Performance

2. Review…

3. Benefits of Employee Training & Development
Boosts Employee Retention
Develops a Strong Leadership Pipeline
Increases Productivity

4. Effective Learning and Development
 Identify Skill Gaps
 Select the Appropriate Training Methods
 Measure the Results
 Follow-Through on Action Items
 Make Learning & Development Part of the Company Culture
 Start employee development before it’s necessary
 Align with overall business goals
 LISTEN TO YOUR EMPLOYEES!!!

5. Job Description & Specification
Job Description:
A listing of the characteristics of a job, including the job
title, duties involved, and working conditions
Job specification:
A listing of the characteristics desirable in the person
performing a given job, including educational and work
background, physical characteristics, and personal
strengths (i.e., Knowledge, skills, abilities)
https://www.youtube.com/watch?v=Zr6cnQfDtjk

6. Job Description & Specification

7. Recruitment – Selection Process

8. Recruitment – Interview Process
How can you make the candidate more
comfortable?

9. Job Offer Must Do’s
 Job Description: Review the job description. Make sure the candidate and you are
on the same page.
 Speed: Once a candidate is selected don’t waste time thinking about it. Make the
offer quickly. Remember that candidate may also be getting an offer from your
competitor.
 Competitive Compensation Package: Don’t be cheap. Offer the going rate for
both salary and benefits. Too small an offer may cause the candidate to look
elsewhere.
 BE FAIR & CONSISTANT!!!
 Written and Oral: To avoid confusion back up an oral offer with a written one. The
written offer should also contain the duties of the position.

10. Midterm Assignment
Two Parts
a) Write a job description for the position of Quality Assurance Manager. This
position will have 10 hourly team members reporting to the manager. Research this
position and list a minimum of 5 duties the manager must be able to perform.
Include educational requirements, determine experience necessary.
b) Write a formal job offer for the position of Quality Manager. Offer must include at
a minimum, job title, duties, salary, dress code, company drug policy, and benefits.
Due Week Six

11. Motivating Employees
Motivation
On a scale of 1 to 10 (1=No motivation & 10=Totally
motivated), write on a piece of paper a score that
reflects…how motivated you are about today’s class!

12. Motivation - Discussion
Motivation:
Find a partner and discuss your score, including why you
decided upon that number.
Now…
 Discuss and create a list of things that you believe would need to
happen for you to improve your score.
 Discuss and create a list of things that would cause you to lower your
score.

13. Motivating Employees
Motivation
Giving people incentives that cause them to act in desired ways
Motivation + Ability = Performance
Familiarity with the best-known theories can help supervisors
think of ways to motivate employees
None are perfect, but all give supervisors some guidance.
*Wanting and looking for ways to motivate your employees is
half the battle!

14. Two Categories of Motivational Theory:
Content Theories (focus on the content of motivators)
Abraham Maslow
David McClelland
Fredrick Herzberg
Process Theories (focus on the process of motivation)
Victor Vroom
B. F. Skinner

15. Content Theory:
Maslow’s Hierarchy of Needs:
 Psychologist Abraham
Maslow assumed that people
are motivated by unmet
needs.
 When a person’s need for
something is not met, the
person feels driven, or
motivated, to meet that
need.

16. Content Theory:
McClelland’s Achievement, Power, & Affiliation Theory
 Need for achievement
 the desire to do something better than it has been done before.
 Need for power
 the desire to control, influence, or be responsible for other people.
 Need for affiliation
 the desire to maintain close and friendly personal relationships.

17. Content Theory:
Herzberg Two-Factory Theory:
 Frederick Herzberg’s research led to the conclusion that
employee satisfaction and dissatisfaction stem from different
sources.
 Dissatisfaction results from the absence of hygiene factors
 In contrast, satisfaction results from the presence of
motivating factors

18. Herzberg Two-Factory Theory

19. Process Theory
Vroom’s Expectancy Theory:
 Vroom decided that the degree to which people are motivated
to act in a certain way depends on three things:
Valence
the value a person places on the outcome of a particular behavior
Expectancy
the perceived likelihood that the behavior will lead to the outcome.
Instrumentality
the perceived probability that the promised reward will actually be received.

20. Process Theory
Skinner’s Reinforcement Theory
 Behavior is influenced largely by the consequences of their past
behavior.
 Implies that supervisors can encourage or discourage a
particular kind of behavior by the way they respond to the
behavior
Reinforcement
A desired consequence or the ending of a negative consequence,
either of which is given in response to a desirable behavior
Punishment
An unpleasant consequence given in response to undesirable
behavior

21. How Supervisors Motivate
McGregor’s Theory X
The view that people dislike work and must be coerced to
perform
McGregor’s Theory Y
The view that work is a natural activity and that people will work
hard and creatively to achieve objectives to which they are
committed
Theory Z (Maslow, Ouchi, & Reddin)
A set of management attitudes that emphasizes employee
participation in all aspects of decision making

22. Motivation & Incentives
As you learned when developing your SMART Goals, a goal must be
quantifiable.
…not just things like “increase sales”
Try “increase sales by 10%”, “increase sales by $1,000,000”, or
“reduce defects by 20%”.
Putting a number on a goal lets the team know exactly what the
target is.
What are some incentives that you’ve used, received, seen, or
would like to see

23. Motivation & Incentives
 Rewards: Monetary or nonmonetary. Money is not always what the employees need or
want.
 Money: How much is the question? The supervisor and upper management must
establish parameters for monetary awards. The monetary awards must be fair and equal
throughout the organization. Paying one team more than another for very similar
accomplishments will cause problems.
 Cash substitutes: Cash can be nice but it can also be considered cold. A replacement for
cash can come in the form of a gift certificate, entertainment tickets, etc. (tickets to the big
game can carry a lot of weight).
 Group Incentive Plans:
 A financial incentive plan that rewards a team for meeting or exceeding an objective.
 Profit-sharing plan
 Gain-Sharing
 organization encourages employees to participate in making suggestions and decisions,
then rewards the group with a share of improved earnings

24. Motivation & Incentives
 Flexible work hours: Rather than money some workers would rather have more control
of their time. Working from 9:00 to 5:00 may give the employee more time with little
children in the morning the working 7:00 to 3:00.
 Personal praise: Sometimes just being recognized for accomplishing a task can be its
own reward. This can come in the form of the team leader thanking the team for a job
well done.
 Personal development: Sometimes just being involved in a project that will expose the
worker to a new set of skills is enough. To the worker having a new tool to add to the
resume makes him/her more promotable.
 Praise: Letters in the personnel file become part of the employee’s permanent record
and go with employee.
https://www.alongside.com/blog/35-ways-reward-employees

25. Tracking Progress and Performance:
Using Charts and Graphs to Track Progress
Gantt Charts
The Gantt Chart was first developed as a production control tool in 1917 by Henry Gantt.
 Presents a graphic representation of schedule that helps coordinate and track the
activities involved in the project.
Let’s look at how Gantt Charts are constructed and used:
“Your team has been assigned the project of finding a new office.
The first thing the team must do is to list the activities that need to
be performed in order to complete the project. In addition the time
it will take to complete each activity needs to be determined.”

26. Tracking Progress and Performance:
Gantt Chart
The team has come up with the following:
 Locate new facility – Eight weeks
 Interview prospective staff – Four weeks
 Hire and Train Staff – Nine weeks
 Select and order furniture – Six weeks
 Remodel and install phones – Eleven weeks
 Furniture received and setup – Three weeks
 Move in – One week
The next step is to determine the order in which the events can take
place.

27. Gantt Chart: Considerations & Dependencies
What needs to happen, and when? What can’t happen
until?
 For example…
 “If you are building a house the painters can’t show up until the walls are
up”
 Some activities can’t start until the previous activity has been
complete.
 Other activities are not dependent on other activities and can
start at the same time.
Once you determine what activities have to follow others and which do not
depend on another activity you can construct the Gantt chart.

28. Gantt Chart
Let’s take a close look at the Gantt Chart developed for this project…

29. Gantt Chart Assignment
Instructions:
You are in charge of a project. Your team has determined that there are 7
activities to be completed. Here are the activities, the time to complete the
activity and the immediate predecessor of the activity.
 Using this data
1. Construct a Gantt Chart
2. Determine the time it will take
to complete the project
3. You are monitoring the
progress of this project and
discover that activity C is in
danger of taking longer than
planned due to funding issues.
What options do you have to
get the project back on track?
Activity Time
Immediate
Predecessor
A 10 Weeks
None
B 6 Weeks A
C 7 Weeks A
D 6 Weeks B
E 8 Weeks C
F 3 Weeks D
G 4 Weeks F

30. Supervisor Interview
Project &
Group Presentation
Decision:
To group or not to
group?