The Supervisor s Guidebook Plus Motivating Human Service...

Efficient staff members keep companies moving and meeting the needs of clients in business organizations and the human service industry. Supervising staff brings a variety of challenges to make decisions about how to manage, what approach to use with staff and understanding the research to guide decision-making processes. This report will consider the works of Aubrey Daniel’s book, Oops! 13 Management Principles that Waste Time and Money; Dennis Reid and Marsha Parson’s book The Supervisor’s Guidebook plus Motivating Human Service Staff by Dennis Reid, Marsha Parsons and Carolyn W. Green. These books look at management practices from a behavioral aspect. Understanding pay for performance, performance assessment, and feedback are three†¦show more content†¦Performance assessments are ingrained in many businesses and used as a way to determine pay for performance. This evaluation format according to Daniel’s is because there is not a better opti on available and that they are often well defined ad thus should not be used. Furthermore, all sources agree that conducting a performance assessment has negative emotional associations with staff. During a performance assessment, staff often received good and bad news. When money is directly tied to this association, staff often skimming over the good news and listening only to the bad as it indicates their potential pay raise or not. When should performance assessments take place? It is agreed that providing feedback to the staff on their performance is important. According to Daniel’s stance, the effectiveness of a performance assessment feedback depends on the person. If it is determined that completing frequent performance assessment revitalizes staff to make corrections and perform more effienctly then they should be more often. For some staff, this may be less effective. When considering human services staff, providing frequent informal assessments, being availa ble for questions/support and then scheduling formal assessments throughout the year, helps staff to monitor their efforts and get the necessary feedback to staff to perform their skills more effectively. It is not a question of the frequency to staff but how information isShow MoreRelatedThe Difference between Performance Management and Performance Appraisal24271 Words   |  98 Pages(Evaluating) Motivating (Developing) Evaluating and Motivating (Development) What Do We Assess? Trait Appraisals Behavioral Appraisals Results/Outcomes Appraisals Which Option Is Best? How Do We Use Appraisal Methods and Forms? Critical Incidents Method Management by Objectives (MBO) Method Narrative Method or Form Graphic Rating Scale Form Behaviorally Anchored Rating Scale (BARS) Form Ranking Method Which Option Is Best? Who Should Assess Performance? Supervisor Peers Subordinates Read MoreFundamentals of Hrm263904 Words   |  1056 Pagesmoney From multiple study paths, to self-assessment, to a wealth of interactive visual and audio resources, WileyPLUS gives you everything you need to personalize the teaching and learning experience.  » F i n d o u t h ow t o M A K E I T YO U R S  » www.wileyplus.com ALL THE HELP, RESOURCES, AND PERSONAL SUPPORT YOU AND YOUR STUDENTS NEED! 2-Minute Tutorials and all of the resources you your students need to get started www.wileyplus.com/firstday Student support from an experiencedRead MoreDeveloping Management Skills404131 Words   |  1617 Pagessolution for courses in Principles of Management, Human Resources, Strategy, and Organizational Behavior that helps you actively study and prepare material for class. Chapter-by-chapter activities, including built-in pretests and posttests, focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. DEVELOPING MANAGEMENT SKILLS EIGHTH EDITION David A. Whetten BRIGHAM YOUNG UNIVERSITY Kim S. Cameron UNIVERSITY OF MICHIGAN Prentice Hall