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A day in the life of an Employee Experience Manager

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A day in the life of an Employee Experience Manager

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The war for talent has companies of all sizes focused on creating compelling employee experiences that will not only help them attract top talent, but also prevent current star performers from exploring outside opportunities.

As the idea of "employee experience" design has evolved, it's become focused on much more than access to great perks and a fun work environment. A recent study on workplace happiness by staffing firm Robert Half found that job satisfaction is most influenced by having a sense of empowerment, feeling appreciated and being able to do meaningful and interesting work.

Many employers are hiring dedicated "employee experience" managers to ensure they can meet these expectations. We recently interviewed three such specialists to learn more about this emerging and challenging profession. Here's what they had to say:

Kayla Rena, Culture and Employee Experience Manager at ParTech, Inc. (PAR)

How did you get involved with employee experience management? I started at PAR about five years ago as a technical writer. I fell into my current role not long after I became the chair of PAR's employee-run culture committee. Our vice president of HR noticed that other companies had dedicated resources to improving culture and the employee experience and thought it was time for PAR to do this, too. I said I'd love to have that role and listed all the reasons I thought I'd be good at it. And here I am today!

What is the most challenging part of your job? Initially, it was defining the kind of culture we wanted. The trick now is to "walk the talk" and to live the core values we have defined every day-otherwise, they're just words. Another major challenge is creating a consistent employee experience for our people, at all levels of the company and in locations across the globe, centered on having respectful and trusting relationships with team members and management. That is probably one of the most challenging things I've ever had to do in my career.

What's your best piece of advice for other companies trying to improve their work environment? Top leadership must be totally bought into changing the culture for the better. Without that alignment at the top, it's very hard to make long-lasting, meaningful change. Change is hard, and it doesn't happen overnight. I recommend starting with small changes or focusing on areas where you know you can move the needle a bit and then build on that.

Josh Blumenfeld, Employee Experience Expert at Espresa, Inc.

How did you get involved with employee experience? I have a customer service and relationship management background, so I've always been very people-focused in my career. One reason I wanted to join Espresa is its mission, which is empowering companies to do more for their people. My role is primarily external-facing. I work with employee experience specialists, HR leaders, administrative staff and others to help them develop programs for building a better culture and employee experience at their companies.

What current experience, initiative or project are you most excited about? Our company developed a platform that helps employers manage their on-site programs, events, team-building exercises and more to ensure those efforts are having the desired impact. One new initiative I'm excited about is a rewards and recognition program that helps companies acknowledge employee milestones, like work anniversaries or workplace achievements. Employees can choose rewards that are meaningful to them.

What is the most challenging part of your job? Educating other employee experience specialists about the value of using technology to help them build and manage their programs. Employee experience is an emerging space, and many organizations have only recently started using tools like HR analytics. Another challenge-which I think most employee experience professionals face-is helping financial decision-makers understand the business benefits of investing in these types of programs and tools.

What current experience initiative or project are you most excited about? Our company was recently acquired, and the new owners and leaders are motivated to build a culture that is not only customer-focused but also employee-focused.My manager and I recently finished analyzing our first company-wide employee feedback survey. I'm now creating a report to communicate the survey results, and explain what initiatives our department is working on and when. It's exciting because showing employees that you are listening to them. Making changes based on their feedback is crucial for significantly improving employee experience and engagement. I plan to share feedback reports consistently as we implement changes.

What is the most challenging part of your job? My job is exhilarating, incredibly rewarding and always interesting.But it can be challenging not to take on too many things at once. When you first start in this position, you need to learn quickly what to prioritize based on the needs of multiple company stakeholders. Having patience, objectivity and the ability to build relationships, and consensus, with people throughout the company are useful qualities for this position.

What's your best piece of advice for other companies trying to improve their work environment? Your team members are your most valuable assets. Ask for their feedback regularly and let them know how you intend to apply their feedback. Also, encourage and empower employees to lead and reward their efforts. If they fail, challenge them to try again. And when implementing any initiative or program, be sure to consider the potential impact of those changes on the company and its customers.

Photo: Creative Commons

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A Day in the Life of an Employee Experience Manager | ReWork

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The war for talent has companies of all sizes focused on creating compelling employee experiences that will not only help them attract top talent, but also prevent current star performers from exploring outside opportunities. As the idea of "employee experience" design has evolved, it's become focused on much more than access to great perks and a fun work environment.

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People have the potential to achieve anything if they keep developing. Cornerstone solutions help employees learn and grow and, in turn, help businesses reach their potential. What is smart for business, is great for people.

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Talent Management System and Software | Cornerstone

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People have the potential to achieve anything if they keep developing. Cornerstone solutions help employees learn and grow and, in turn, help businesses reach their potential. What is smart for business, is great for people.

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This article describes the concept of the Human Relations Theory, developed by in a practical way. After reading you will understand the basics of this powerful management tool.

Origins Human Relations Theory

The immediate period after World War Two saw a different approach in organisational studies.

Until that time, there was only talk of Scientific Management, which mainly focused on productivity, efficient division of labour and workers as an extension of machinery.

1950 saw a change to this discourse with the introduction of the Human Relations Theory. This movement saw workers in a different light; they were now seen as thinking beings with needs, who liked to receive attention. Companies realised that attention motivated employees and even allowed them to get more out of themselves for the benefit of the organisation.

The Hawthorne Experiment

Elton Mayo is considered the founder of the Human Relations Theory.

Prior to this trend, Elton Mayo already started an experiment in the Hawthorne plants in 1924; the Hawthorne experiment. There was a great deal of discontent among the 30,000 workers in the Hawthorne plants in Chicago in the early twenties of the last century. This was somewhat peculiar, because this phone parts plant already acted extremely progressively towards its workers (through pensions and sickness benefits), something which was almost unthinkable in this period.

Elton Mayo and his assistants, including Fritz Roetlishberger, conducted research into changing working conditions.

They experimented with light, duration of breaks and working hours. A group of women were exposed to either more or less light. It turned out that, regardless of the amount and duration of lighting, this had a positive effect on their performances. The same was true for rest periods; shorter or longer breaks both led to an increase in labour productivity.

Personal Attention

The conclusion drawn from the Hawthorne research was that giving attention to employees resulted in improved performances.

The group of workers who were involved in the search felt their voices heard and experienced a feeling of greater personal freedom. The workers were pleased that their assistance was requested, which they believed led to their higher job performances.

Moreover, during the study, senior officials regularly visited the workplace, making the workers feel like they belonged to a certain elite group. This personal attention stimulated the group to work even harder together and give their all for the organisation. Collaboration in an informal group is also one of the main aspects of the Human Relations Theory.

Elton Mayo concluded that the needs of workers were often based on sentiment (belonging to a group and thus having a sense of value) and that this could lead to conflicts with managers, who mainly focused on cost reduction and efficiency.

And thus he came to the following final conclusions:

Individual employees must be seen as members of a group;

Salary and good working conditions are less important for employees and a sense of belonging to a group;

Informal groups in the workplace have a strong influence on the behaviour of employees in said group;

Managers must take social needs, such as belonging to an (informal) group, seriously.

Labour Motivation

In the era of the Human Relations Theory, the concept of 'labour motivation' is given a new meaning compared to the Scientific Management era.

The fact that personal attention led to improved performances was a completely new perspective.

The term workers is gradually replaced with employee, which more explicitly implies that these people are thinking people who can positively contribute to the organisation.

Characteristics

Starting in the 1950s, a definitive different approach to management emerges. Employee behaviour is placed centrally and the Human Relations theory places strong emphasis on the fact that organisations consist of groups of people. Human Relations supporters thus replace the mechanistic perspective on management with a people-oriented perspective. Every person is unique and therefore unpredictable. Their behaviour is complex and to fully understand them it is important to recognise their personal motivations.

Soft side

The way employees think and act at work is not only influenced by rules, procedures and requirements imposed by management.

Attention, respect, interest shown and social/ interpersonal relationships are just as important. These kind of human interactions trigger an emotional sense in employees, which is often referred to as a person's soft side. This soft side consists of emotional or irrational logic and can strengthen rational logic, but at the same time also weaken or eliminate it. Rational logic focuses on production and effectiveness, and both can thus diametrically be opposed to each other, which in turn leads to internal conflicts and dilemmas.

Complex humanity

The complexity of human behaviour increases even more if an employee indicates his desires and knows when he will make certain decisions. From a behavioural perspective, employees can also decide what behaviour they prefer and how this behaviour manifests itself. As a result, there is no single pattern that can automatically be associated with a specific situation.

Every person is very much different in terms of character and behaviour. Everyone has different values, standards and desires, which results in demonstrably different behaviour. This complex humanity is an important factor in guiding employees. It is therefore the task of managers to identify the individual needs of employees and act accordingly. This is the essence of the Human Relations Theory.

It's Your Turn

What do you think? Is the Human Relations Theory still applicable in today's modern business world? Do you recognize the practical explanation or do you have more additions? What are your success factors for good employee attention and boosting related performance?

Share your experience and knowledge in the comments box below.

If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. You can also find us on Facebook and Google+.
More information

1. Mayo, E. (2014). The social problems of an industrial civilisation. Routledge.

2. Mayo, E. (2004). The human problems of an industrial civilization. Routledge.

3. Mayo, E. (1949). Hawthorne and the western electric company. Public Administration: Concepts and Cases, 149-158.

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Patty Mulder is an Dutch expert on Management Skills, Time Management, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe).

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Human Relations Theory by Elton Mayo | ToolsHero

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This article describes the concept of the Human Relations Theory, developed by in a practical way. After reading you will understand the basics of this powerful management tool. The immediate period after World War Two saw a different approach in organisational studies.

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Elton Mayo's contribution to management theory helped pave the way for modern human relations management methods. Based on his ...

Elton Mayo's contribution to management theory helped pave the way for modern human relations management methods. Based on his well-known Hawthorne experiments, Mayo's management theories grew from his observations of employee productivity levels under varying environmental conditions. His experiments drew a number of conclusions about the real source of employee motivation, laying the groundwork for later approaches to team building and group dynamics. Mayo management theory states that employees are motivated far more by relational factors such as attention and camaraderie than by monetary rewards or environmental factors such as lighting, humidity, etc.

Elton Mayo developed a matrix which he used to illustrate the likelihood that a given team would be successful. His matrix demonstrates the role that varying combinations of group norms and group cohesiveness play in team effectiveness. The following are the four combinations of Mayo theory and the effect of each on team dynamics:

1. Groups with low norms and low cohesiveness are ineffective; they have no impact, since none of the members are motivated to excel, according to Mayo's theory.

2. Groups with low norms and high cohesiveness have a negative impact, since fellow members encourage negative behavior (e.g., gangs).

3. Groups with high norms and low cohesiveness have some degree of positive impact through individual member accomplishments.

4. Groups with high norms and high cohesiveness have the greatest positive impact, Mayo's theory predicts, since group members encourage one another to excel.

Understand the concepts of Mayo's theory and how they can benefit you

Numerous websites provide valuable information about Mayo theory. In addition to diagrams, summaries and explanations of Mayo management principles, you'll find various videos and instructional materials that can help you develop the background knowledge and practical expertise to put Mayo's theories to work for your company.
Editor's Note: Looking for Performance Management Software for your business? If you're looking for information to help you choose the one that's right for you, use the questionnaire below to have our sister site, BuyerZone, provide you with information from a variety of vendors for free:
Take advantage of consulting services that can help give you greater insight into Mayo theory

Consultants with knowledge and experience in the management theory of Elton Mayo can guide you in maximizing the benefit of his principles in your own company's unique environment.

Take advantage of resources designed to help you make the most of Mayo's management theories

Widely available online tools and resources can help you more easily implement Elton Mayo management principles. Videos and various other Elton Mayo theory-based products, information and services let you choose the resources most valuable to your business.

Consider the many benefits of putting the Elton Mayo management theory to work for your business. If you decide to use it, why not go all out and practice it in all the areas it can effectively address: your own leadership of the company, your managers' development and your employees' engagement.

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Elton Mayo's contribution to management theory helped pave the way for modern human relations management methods. Based on his ... Elton Mayo's contribution to management theory helped pave the way for modern human relations management methods. Based on his well-known Hawthorne experiments, Mayo's management theories grew from his observations of employee productivity levels under varying environmental conditions.

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Summary of what Sopra Steria offer their employees to attract and retain talented staff

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Summary of what Sopra Steria offer their employees to attract and retain talented staff

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Questions to Consider for the Anvil Cloud Case Study

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Questions to Consider for the Anvil Cloud Case Study

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Anvil Cloud Case Study Questions Jan2019

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"A leader is one who sees more than others see, who sees farther than others see, and who sees before others see." - Leroy Eimes

People often refer to their work as a second family. The idea of belonging to a group where you are looked after is a natural yearning for human nature. Just like many families can have 'a head of the family', organizations can have leaders that take the position of knowing what's best for the rest of the team.

The approach, where a leader is the most equipped to look after the interests of the organization and its employees, is referred to as paternalistic leadership.

In this guide, we'll explore the concepts around paternalistic leadership and the core elements of this leadership style. We'll explain what it takes to be a paternalistic leader, before examining the advantages and disadvantages of the style. You'll also be able to read a few examples of paternalistic leaders to understand the strengths and weaknesses of this style.

To understand the guiding elements of paternalistic leadership, you need to grasp the different contextual forces influencing this leadership style. Paternalistic leadership has been influenced by the historic concept of paternalism, but also more recently the different cultural views of the paternalistic style.

The historical background

In order to comprehend the ideas behind paternalistic leadership, it's crucial to examine the concepts of patriarchy and paternalism. Patriarchy, according to the Oxford Dictionary, refers to

"a system of society or government in which the father or eldest male is head of the family and descent is reckoned through the male line".

It has been a popular model for organizing not just societies, but the family structures around the globe. Historically, the world has been a man's world, with the male making the decisions in public and in private context.

Paternalism, while having roots in patriarchy, is not quite the same. Although the word paternalism is derived from the Latin word pater, which means father, the word's closer root is the adjective patemus that stands for fatherly. In fact, paternalism differs from patriarchy in that it doesn't focus on the male gender, but rather emphasizes the role of a parent or a guardian.

Therefore, the official definition of paternalism explains it as,

"the policy or practice on the part of people in authority of restricting the freedom and responsibilities of those subordinate to or otherwise dependent on them in their supposed interest".

So while the power is concentrated in a single person, paternalism and a paternalistic relationship doesn't mean the power is in the hands of a man, as would be the case in a patriarchy. The key element of the theory is the concept of " the person in charge knows the best ", whether the person is a woman or a man. Nonetheless, due to the patriarchal structure of most societies, paternalistic constructions have often displayed elements of patriarchy as well.

Historically, the study and the appearance of paternalistic structures tended to centre on economic relations. For instance, the labor relationships of the pre-industrial society reflected paternalistic behaviors, with landowners having concentrated power in terms of controlling the economic gains of labor. But examples of paternalistic leadership have also been present in politics, academics, religious and private spheres.

In the early part of the 20 th century, Max Weber examined the social construct of power, with his findings published posthumously in a book called Economy and Society. Weber acknowledged paternalism as one of the traditional frameworks of power, as one of the notable management systems in place across society. He described is as the pre-bureaucratic type of domination, writing that the power is

"based not on the official's commitment to an impersonal purpose and not on obedience to abstract norms, but on a strictly personal loyalty".

Unlike bureaucratic power, paternalism didn't establish norms and rules out of rationality, but from tradition and irrational belief in the leader's right to rule. To Weber, paternalistic power can be effective because the framework of this type of leadership relies on " the belief in the inviolability of what has always been ". Paternalistic structures didn't question the status quo or the legality of power.

Nonetheless, Weber argues that paternalistic practices would become obsolete, as the bureaucratic leadership framework would become more common. He saw this framework superior, as it relied on rules and emphasized individual rights more over the "common good".

The Western and non-Western context

Aside from understanding the historical context of paternalistic power, it's essential to look at paternalism in the context of culture. The modern business culture views and values paternalistic leadership in a rather distinct way, whether in the Western or non-Western setting.

In the Western world, paternalistic leadership suffers a bit from the loose connection to patriarchy and the false assumption that it might promote gender inequality. But more importantly, the paternalistic style is linked close to an authoritarian leadership style, which has a bad reputation in the modern, more democratically minded business world. The idea that "the leader knows best" is viewed mostly through a negative lens, even though paternalistic and authoritarian leadership differ in a number of ways.

Furthermore, the Western business culture is focused more on the individual rather than the group. According to A. M. InunJariya's analysis of literature on the study of culture and management style, the Western context promotes individualism. " They rely on their own view to determine what they should do," Jariya writes. This preference for individual style in the Western culture can be another factor in why paternalistic leadership styles are not in favor. The nature of paternalistic style is that of creating a family style community, where the 'father' or the 'mother' figure, i.e. the leader, knows what is best for the community.

On the other hand, in non-Western cultures, such as the Japanese and Chinese business culture, the paternalistic leadership style has tended to be favored and dominant. According to academics, like Jariya, the connection with philosophies such as Confucianism, which emphasizes family and social harmony, the paternalistic style is considered appropriate and effective. These management cultures tend to favor collectivism and the concentration of power in the hands of those that 'know the best'.

According to academics such as Aycan et al. and Pellegrini and Scandura, paternalistic leadership in countries like China and Pakistan is considered as "". The findings were mentioned in a literature review by Ekin K. Pellegrini and Terri A. Scandura. Their 2008 article a relationship in which subordinates willingly reciprocate the care and protection of paternal authority by showing conformity Paternalistic Leadership: A Review and Agenda for Future Research examined closely the different studies done on the leadership style in separate cultures.

According to Jariya's findings, the non-Western business culture emphasizes the hierarchal structure and group adaptation. It's not to say authoritative leadership would work better, but the emphasis is on organizing in an obedient manner. Differentiating yourself from a group norm is often considered a shameful act to do. The strong emphasis on security also means employees are more willing to follow a leader that provides this extra security.

Due to the above, paternalistic leadership is viewed in a rather different context in the non-Western and Western culture. The styles use, and indeed its benefits to a workplace, in the Western business world have only recently began, with different academics looking at the framework's application in an organization.

Furthermore, recent research suggests the culture isn't necessarily the only important driver within paternalistic framework, but the key is to fit the leadership style with the right type of subordinates. Pellegrini and Scandura wrote in 2008 that " subordinates with certain values, such as a high need for affiliation or high respect for authority, may desire paternalism and be more productive under paternalistic leadership ", even if they are operating in a Western organization.

Let's now turn our attention to the core elements of paternalistic leadership. In this section, we will explore the core framework of paternalistic leadership style, before analyzing the two core theories of motivation that drive the framework. At the end, we'll also explore the two separate strains of paternalistic framework: benevolent and exploitative models.

The core framework

When it comes to leadership, a few core elements guide the way in which different leadership styles organize and manifest. These are:

The decision making power - Who has the power to decide?

The legitimacy of rule - Where does the power come from?

Paternalistic leadership is built around the authoritative idea that the leader is the person with the power to decide and his legitimacy comes from his or her expertise. The leader has the final say in making decisions and consultation is not required, as the leader is expected to make choices that benefit the subordinates.

The subordinates are treated as an extended family and in a sense have a more partner-like relationship with the leader than in autocratic model, for example. The leader puts the wellbeing of the subordinates at the centre of decision-making and tries to ensure people are treated fairly. Nonetheless, the power ultimately lies in the hands of the leader.

Furthermore, the power to rule comes from the leader's position and the idea that he or she is the most capable of making the decisions. The legitimacy of rule relies on loyalty and trust. There is a natural understanding that the leader is the best equipped to make the decisions and that he or she would make choices based on what's best for the organization and the subordinates.

Since the organization is considered a tight-knit unit, what is best for the organization tends to be equated with what is best for the employees and the leader. There is an understanding within the framework that there aren't competing motivations at play because ultimately everyone wants the organization to succeed.

The framework requires complete trust in the leader on the part of the subordinates. Paternalistic leadership often expects the subordinates to work for the organization for a long time out of loyalty and respect.

Paternalistic leadership and subordinate motivation

To understand the construct of the paternalistic framework, you must study different motivational theories. The theories, which have influence paternalistic leadership the most and highlight the framework's viability, include Mayo's view of motivation and Ouchi's Theory Z.

Mayo's human relation view of motivation

Elton Mayo is the founder of the human relation school of thought, which focuses on the idea that managers should pay more attention to the interests of the workers. He examined the relationship between the leader and the subordinates, drawing up his motivational theory during experiments at the Hawthorne factory.

The experiments separated workers into groups, with Mayo manipulating the environmental conditions and observing how this influences employee productivity. The changes occurred in things such as working conditions and Mayo expected productivity levels to decline, as conditions became worse. But in fact, the workers' productivity didn't change depending on these factors, which led to Mayo drawing up a set of relational conditions, which actually influence motivation.

Mayo noticed that workers' motivation and productivity are improved by:

The ability to work in a team. The employees at Hawthorne weren't used to working in groups, but once they teamed up, the productivity improved.

Enhanced communication. The experiment required more consultation and the subordinates at the factory began to provide regular feedback. The improved communication between the leader and the subordinates boosted motivation.

Increased leader involvement in personal lives. The more attention the managers at the factory provided in subordinates' lives, the more productive and happy the employees felt.

All the above points tightly fit the framework of paternalistic management. The organization works as a group, the leader has an open and communicative relationship with the subordinates, and the leader is increasingly involved in the lives of the employees. The leader tries to put subordinates' interest at the forefront of decision-making and the creation of a respectful relationship can guarantee employee loyalty.

Mayo's experiments showcased that productivity and motivation don't require monetary incentives or the best working conditions. Instead, the motivation is driven by a sense of community and caring. If the employee feels valued and looked after, he or she won't require any other incentive to work. Employee motivation and productivity are influenced by social factors, instead of environmental factors or financial benefits.

You can learn more about Elton Mayo's Human Relations theory from the below video:

Ouchi's 1981 Theory Z

The other motivation theory closely linked with paternalistic framework is Theory Z. Dr William Ouchi devised the theory during the 1980s by examining the rise of the Asian economies, especially in Japan. The key idea of his theory was that leaders could guarantee employee loyalty by providing them with a stable job and focusing on the wellbeing of the employee, both in terms of professional and private satisfaction.

The basis of the theory lies in the dominance of Japanese companies during the 1980s. The organizations tended to have the highest productivity at the time and according to Ouchi, this was down to the focus on partnership and group work. In his book Theory Z: How American Business Can meet the Japanese Challenge, Ouchi, like Mayo, noticed that productivity and motivation are not dependent on factors, such as work conditions or organization's technological capabilities. Rather, the secret was the management style.

Ouchi defined the Japanese management style as something, which,

"focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making".

Furthermore, the theory made similar assumptions about subordinates' motivation and productivity, as Mayo above. Ouchi's assumptions are outlined below:

Subordinates are interested in creating close relationships with leaders and their peers.

Subordinates need support from leaders and they want the leader to show interest towards their wellbeing, not just at work, but also in their personal lives.

Subordinates can be autonomous, as long as the leader looks out for their wellbeing and supports them.

According to Ouchi, paternalistic tendencies aren't incompatible with a certain level of consensus decision-making. In essence, the theory believes in the idea that because communication in paternalistic leadership is essential and since the leader makes decisions based on what is good for the subordinates, the decisions are driven by consensus, even when the leader ultimately makes the decisions.

Ouchi's Theory Z should also be understood in the context of McGregor's Theory Y and Theory X. As we will discuss below, paternalistic leadership has certain characteristics of Theory X. The theory, which is generally linked with autocratic leadership, assumes employees don't like to work and tend to focus on fulfilling self-interests. Due to this behaviour, the leader should yield the ultimate power and provide the employees with the motivation to work, i.e. support and direction.

On the other hand, McGregor's Theory Y, linked with participative management, saw workers more committed and motivated. Therefore, the manager doesn't need to control or punish employees, as they are motivated through other measures. In essence, theory Z is a combination of these two styles.

For more information regarding McGregor's Theories, check out the below slideshare:

Benevolent and exploitative paternalism

The final core element that must be discussed in relation to paternalistic leadership is the idea of the two ends of the spectrum. According to Pellegrini and Scandura, paternalistic leadership and research surrounding it has focused on both benevolent and exploitative forms of the framework.

Paternalistic leadership in essence is about finding the balance of authoritative and benevolent behavior. While the leader is the one with the power, he or she is also more caring and interested towards the workers, as this can guarantee the subordinates remain loyal. Therefore, the framework can show qualities of more authoritative or exploitative behavior, or on the other hand, be a benevolent force.

Pellegrini and Scandura's studies highlighted that in terms of the spectrum, difference is often evident in a different cultural context. As mentioned in the previous section, Western cultures and scholars view paternalistic leadership through a lens of " noncoercive exploitation ", while the non-Western studies have identified it as benevolent.

Overall, it is possible for the leadership to manifest in an exploitative manner or result in a more benevolent system. A leader can start to become blind with power and make decisions, which are not benefitting the subordinates, but rather him or herself. On the other hand, there can be a deep consultative element, as described by Ouchi, which means paternalistic leadership is more of a participative than authoritarian model of leadership.

The above delved into the elements of the framework and how the leadership style manages to convince subordinates to follow. In addition to understanding the framework, it's also important to examine the qualities a paternalistic leader needs to succeed.

We'll first examine the key characteristics a paternalistic leader must possess, before studying the best approach to generating trust and loyalty among subordinates.

The core characteristics

Paternalistic leadership is among the leadership styles that require plenty of the leaders. The type of leader that can successfully pull of this management style has to showcase the characteristics of influence, the ability to empower people, compassion, decisiveness and good organizational skills.

#1 Influential

First, it's important you can influence other people. While the style does provide the leader with plenty of power, in terms of decision-making, it isn't as authoritative as other styles. Instead of simply telling people what to do and ensuring subordinate compliance through coercion and the fear of punishment, a paternalistic leader must ensure subordinates understand he or she is acting on their behalf. Since the leader must guarantee the subordinates trust him or her, the emphasis must be on ensuring they respect him or her.

Influence can be manifest in a few different ways. You can be influential through superior communication skills, which captivate subordinates and get them on your side. On the other hand, you can show your influence through your extensive knowledge. By showing your expertise, you create respect among subordinates and they value your opinion, as they can see you know what you are doing.

It's essential to try focus on both of these spheres of influence. Influential communicators don't simply focus on the words they use, but also the body language. You need to show confidence in your communication and have an energetic approach to things, even when they seem mundane. You need to start using expressive language and become stern in your articulation. An influential leader doesn't mumble or sound unsure.

For example, listen to the advice by Simon Sinek, who explains in the below TEDTalk how leaders inspire:

Aside from improving influence through communication, you can boost your ability to impact other people through knowledge. Not only does knowledge provide you confidence in your speech and action, it sows the seeds of trust among subordinates.

#2 Empowering

Paternalistic leadership is about getting the most out of subordinates. As a leader, you want them to succeed and grow, just as a parent would want their children to succeed. In similar fashion to a parent, you must empower the people around you to achieve their goals and grow, both professionally and as a person.

But empowering other people is not always an easy task, especially in a business environment. It requires a careful balance of micromanagement and full autonomy. Whilst paternalistic leadership doesn't provide employees much autonomy in regards of decision-making and setting procedures, the leader's role also isn't to undermine or question the actions of the employees.

If you want to improve your ability to empower, focus on eight actions:

Create an environment for open and honest communication and feedback.

Provide incentives for subordinates to seek self-improvement.

Reduce risks and failure by creating better checks and balances, while using possible failures as learning opportunities.

Do not keep all the information to yourself, but share information with your subordinates.

Make sure roles are clearly defined and subordinates know what is expected of them.

Ensure everyone is accountable for his or her actions.

Support the subordinates' efforts to be more autonomous and allow them to take responsibility when they are ready.

Thank your subordinates for the effort they put in for accomplishing tasks.

#3 Compassionate

In order to create loyalty, you need to show compassion towards your subordinates. Paternalistic leadership is about ensuring employees feel comfortable and valued; if you don't have empathy and compassion, you can't relate to what your subordinates are going through.

If you thought that compassion is a trait you either have or don't have, you'd be wrong. Compassion can actually be taught, according to scientific research. A study, conducted by the University of Wisconsin-Madison's Center for Investigating Healthy Minds, found active compassion meditation helping people behave in a more altruistic manner.

Therefore, you should add compassion meditation to your daily schedule to ensure you are more able to relate to your employees' feelings and generate a more trustful relationship with them. Compassion meditation is not a difficult thing to do. You can find a 30-minute guided routine by signing up online with the Centre for Healthy Minds.

#4 Decisive

Paternalistic leadership concentrates the decision-making into the leader's hands. Not only does it require knowledge and expertise from the leader, but the ability to make sound decisions also asks for decisiveness. As a paternalistic leader, you cannot contemplate on the decisions forever and you must be able to pick your approach and continue marching forward.

The ability to make quick decisions and to live happily with the consequences might seem easy, but ask any leader and they will tell you otherwise. The saying, " With great power comes great responsibility ", perfectly captures the difficulties of being a leader. As much as you think you are prepared for making those difficult calls, when you are presented with two bad or two good options, the indecisiveness can easily creep in.

The road to becoming more decisive is not easy and it requires determination, but it's not complex. You need to:

Set clear goals for everything you do. If you know what you actually want to achieve, you can make informed decisions. Remember, a clearly defined goal is not "to increase profits", but "increasing profit by generating 20% sales next month".

Create timelines for taking action. Having a deadline for the decisions makes you more accountable.

Delegate and remove the meaningless decision in your life. Did you know, for instance, that Barack Obama only uses brown or blue suits to avoid having to decide on the color of the suit every morning?

Be open to ideas and information. Decisions are generally easier when you are informed and aware of different implications. Therefore, don't stop learning or being inquisitive.

#5 Organized

Finally, a paternalistic leader needs solid organizational skills. Since the decisions, procedures and goals require the leader's undivided attention, it's important he or she is able to keep hold of the different strings. Staying on top of the organization's operations will further help generate trust among the subordinates.

How do you strengthen your organizational skills? According to Regina Leeds, a guru in organization and the author of One Year to An Organized Life, recommends always breaking everything down into smaller chunks. " The first thing to realize is that the whole of anything is overwhelming," she told Fast Company.

Instead of seeing the big picture, which is naturally crucial as well, try to break down your tasks, goals and processes into smaller portions. Prioritize the essential things to work through and worry about the others later. Create routines that make it easier to stop having to worry about certain things. For example, automate emails or other miniscule tasks to ensure you don't need to spend time on these.

How to establish a position as a paternalistic leader?

The above lists the key qualities paternalistic leaders showcase. But how do you turn these qualities into trust and loyalty?

First, you need to establish clear guidelines regarding the workplace and the specific mission. It is essential the subordinates are aware of what is allowed and what is not.

Talk about the objectives with your subordinates to ensure they understand the common goal you are working towards. Provide them with the opportunity to voice any possible concerns and if they need help, provide enough support. You want the subordinates to feel appreciated and valued. If you guarantee they are aware of the task's requirements, the procedures to accomplish the task, and have the tools at their disposal, they will be able to reach the targets while feeling valued.

Another important part of creating a paternalistic leadership framework is your commitment to consistency. You need to be able to follow through with your punishments and rewards in a manner that doesn't start favoring certain people or groups. While employee wellbeing is at the top of your agenda, it doesn't mean tough love isn't occasionally required. Expect accountability and show accountability.

In fact, for a paternalistic leader to gain trust with subordinates, leading by example becomes important. If you are able to steady the ship, showcase your expertise and keep the team on the right track, subordinates will admire you and trust your abilities. On the other hand, if you are erratic with your decisions, you seem unsure about your decisions and you don't support your subordinates, their loyalty to you will diminish.

Finally, for a proper trust and loyalty to flourish, a paternalistic leader must properly explain his or her decisions. Although you are in charge in terms of making the decisions, you should explain your thinking to subordinates. The benefit of this is to highlight how the decisions could help them and to explain the realities of the situation. Even when the decisions might not be something your subordinates agree, they will at least appreciate the effort you made in letting them know why those decisions were made. Understanding the reasons can make acceptance easier.

The below picture summarizes the key points a paternalistic leader should keep in mind:

Now that we've examined the core elements and characteristics of the style, it's important to study its impact on an organization. The paternalistic style, just like any other leadership model, has strong advantages, but also notable downsides to its application.

Advantages of paternalistic leadership

The major advantage of paternalistic leadership to other authoritarian models is its focus on employee welfare. Although employees might not have the power to impact decisions within the company, a paternalistic leader's decision making is strongly influenced by the effect different actions will have on the employee. Paternalistic leadership considers the wellbeing of employees to be one of the keys to company success.

The leader doesn't simply make decisions in terms of what is best for the organization, but tends to favor the happiness of employees. For example, if the company needs to find ways to cut costs, a paternalistic leader wouldn't consider firing employees as the best course of action. Instead, the leader would look for other ways, which would be less damaging to employee welfare.

In essence, since the focus is on making decisions that benefit or, at least, don't harm the subordinates, the paternalistic leadership framework can boost employee motivation and therefore productivity. If the employee feels that the leader and the organization truly cares for him or her, they feel more connected to the organization and therefore are likely to want it to succeed.

The paternalistic leadership framework tends to listen to subordinates, even though it might not result in all the chances the subordinates might want to implement. Nonetheless, the framework allows subordinates to voice opinions and participate in the conversation. The ability to say what is on your mind can create a more open environment, where people don't feel like their concerns are being ignored.

Overall, enhanced employee satisfaction, motivation and productivity are going to benefit an organization's bottom line. If the organization has employees that feel valued and looked after, they are unlikely to look for opportunities elsewhere. Working towards stronger employee loyalty is at the core of a paternalistic leadership style.

On the other hand, the style can provide benefits in terms of the development of the employees and the quality of the decision-making process. Paternalistic leadership puts employee education at the centre of its implementation. Since the leader cares about employee wellbeing and performance, he or she wants to support the employee to be a better worker and a better person. Paternalistic leadership isn't about punishing when mistakes occur, but leading the way to ensure the amount of mistakes is limited. It supports development, both in terms of gaining access to professional training, but also in terms of personal growth. It's evident that the better trained your employees, the better your organization does.

Paternalistic leadership doesn't just provide the professional and personal development, but it can help employees make better choices as well. Since decisions are not done without consultation and care for subordinates, the leader has an important job in explaining and teaching subordinates about the decisions. As Mary Marshall, CEO coach and author of Putting Together the Entrepreneurial Puzzle, wrote in her blog post, the leader's job is " to provide choice, as possible a good default suggestion, and most importantly explain "why"."

Therefore, paternalistic leadership shouldn't be seen as "do as you are told", but more of a "this is the best thing for you to do, because..." approach to management. The focus on education can grow better future leaders and employees, as they will be better equipped to understand the benefits of certain actions and behaviors.

It should also be noted that paternalistic leadership style does benefit from the speed of decision-making in general. Similar to other hierarchical leadership frameworks, a paternalistic leadership model concentrates decision making into the hands of the leader, which provides speed for the organization. Since there is no formal requirement for consultation with subordinates or the need to conclude together, the leader is able to make decisions quickly. In certain instances, such as a problem with orders, speed is of the essence.

Disadvantages of paternalistic leadership

Despite the above advantages, the leadership style hasn't escaped criticism. The first disadvantage of the framework is highlighted by the different outcomes in effectiveness in terms of cultural context. As mentioned in the first section, the cultural context matters with the leadership style, as paternalism is viewed differently in the Western and in non-Western cultures.

Hierarchy, in general, tends to be a positive force in terms of management in Chinese or Japanese organizations, for example. The cultural difference is important because it makes gathering empirical data on the effectiveness of paternalistic management style difficult. The leadership style is therefore difficult to view without understanding of the social elements of the organization it is used in.

But aside from the theoretical difficulty, it can have a negative impact in organizations operational effectiveness. Paternalistic leadership style can create a dependency on the leader. Since the leader acts as the decision-maker and the person "who knows it best", the subordinates might feel less inclined to learn or look for solutions. In essence, " if you are treated like a child, you'll start acting like a child ". Instead of making decisions on their own, subordinates can start running everything by the leader. This cannot just harm the employees' ability to learn and develop, but also hit productivity levels.

Since subordinates are not part of the decision-making process, the morale can drop if the employees do not see the decisions as beneficial. Although the leader should ideally try to make decisions based on what is best for the employee, this is not always possible and different employees might see a same decision differently. While some employees might be satisfied, others might find the decisions a hindrance or simply ethically wrong. Therefore, just as autocratic leadership can damage employee morale, so can paternalistic leadership.

Furthermore, the framework does have a dictatorial feel to it. Whilst subordinate input is not discouraged, the decisions are still in the hands of the leader. Placing power in the hands of a single individual can lead to problems. In paternalistic leadership, the issue is about the idea of the leader being the best person to make the decisions. If the leader doesn't stay grounded and humble, the idea that he or she is the best person for deciding things can cause arrogance and lead to worse decisions. If there are no checks in place to question the leader's decisions, then the organization might suffer. In short, paternalistic leadership could lead to complacency.

This point about complacency also relates to the sustainability of the framework. The system can be efficient and work well when things are going well - employees are happy, they are supported and motivated and the leader is making good decisions to benefit them and the business. But if the business suffers problems or has trouble with managing resources, the problems might arise. Businesses might not always have growing profits and innovation might be required to move the organization forward. But loss of profit might mean hard decisions, such as laying off staff or limiting their benefits, all of which can cause resentment among the workforce.

In addition, innovation has been shown by studies to grow when diverse opinions are allowed and encouraged. If the leader is always right, challenging can be difficult and thus innovation might stall. The problem doesn't just touch on the leader's innovative abilities or his or her complacency. Under a paternalistic framework, where employees enjoy benefits and are looked after, the employee might become content. This can reduce their willingness to work hard or look for new solutions, as mentioned above.

Paternalistic leadership and its unique characters, benefits, and disadvantages can be easier understood through the examples of real leaders. Below is a selection of leaders, who in their respective fields have used the leadership style to get ahead.

The examples prove the framework consists of different layers and show how the leadership can lead to great results, but also sometimes cause problems in sustainability.

Jack Ma / Alibaba

The concept of paternalistic leadership has been accepted as an effective strategy in non-Western cultures for a number of years. It shouldn't come as a surprise then to find paternalistic leaders on top of some of the biggest companies from countries like China.

Jack Ma, one of the richest men in the world, has used the paternalistic style to create one of the world's biggest companies, Alibaba. Although Ma has combined his paternalistic style with a touch of charismatic and participative leadership, the idea of him as the 'father figure' remains strong within the company. He has surrounded himself with a team that trusts in him and would do quite a bit to please him.

Although Ma isn't excited about micromanagement, as some paternalistic leaders are, he does want to lead by example and ensure his subordinates are having fun while working hard. He acts as the unifying force within the company; creating the vision the organization should work towards.

To better understand Ma's paternalistic style, watch the below video of him explaining the lessons he's learnt about leading.

Ingvar Kamprad / IKEA

The founder of Sweden's most popular export is a solid example of a paternalistic leader. Ingvar Kamprad's leadership can be summed up by the quote: " If there is such a thing as good leadership, it is to give a good example". Kamprad believes that by setting a good example, the subordinates will trust you more and perform their own work better as well.

The foundation of IKEA was purely an effort to create a family business and the core values of the company still emphasize the idea of 'one big family'. Kamprad set the vision, the goals and operational strategies from the start. He was in control of the decisions, but he tried to make decisions with the 'family's' wellbeing at the core of his thinking.

Kamprad wanted workers to have fun, but also to ensure they serve customers to the best of their abilities. He believed in the central theme of paternalistic leadership, which claims that by improving employee motivation through caring and support, you also end up driving the bottom line.

"If you want to maximise results, it's not enough to preach. You have to set a good example," Kamprad once said.

Francis Ford Coppola

The world of film offers quite a few examples of paternalistic leaders, with the famous director Francis Ford Coppola being among them. The movie industry creates the perfect framework for the leadership style, as you work closely together on set, but the tight budget and schedule means someone has to be in charge.

In most instances, the chief decision-maker is the director and Ford Coppola is no different in this. Like a paternalistic leader, he aims to create a family-like environment without handing over the reins of power. His actors, cameramen and other members on set refer to him as 'Papa' or 'Godfather'. Coppola once said, " You can make the decision that you feel is best, but listen to everyone, because cinema is collaboration. " Understanding your subordinates and the ability to make decisions that suit them, require collaboration even though the final word is with the leader.

Due to his success as a director, as well as his way of treating cast members, Ford Coppola has created an aura around him. People who start working with him tend to revere him even before. The paternalistic requirement of loyalty and trust has therefore already been achieved.

Jose Mourinho

Finally, the sporting world has also provided us with paternalistic leaders. Football manager Jose Mourinho has excelled while using a framework, which closely resembles the paternalistic style. The manager, who has reached success with teams like Real Madrid, Chelsea and Inter Milan, has become a revered figure in the football world.

Mourinho has shown the paternalistic ability to influence his players to achieve the best success by supporting and defending his players. He has told players they are the best, even when they haven't performed well. He keeps the pressure off the players and instead takes the hit himself in the pressrooms to allow players to focus on performance.

"I always say that as the coach and leader you must be the master motivator of your team. When performance levels drop, your energy, motivation and drive can be the turning point for change," Mourinho once said.

Mourinho uses the motivating tactic of 'us' versus 'them'. His team is a family unit that must go out and fight against the 'other'.

Because he has been able to achieve success, players respect him as an accomplished leader. But more crucially, Mourinho shows resilience, commitment, and the passion to win, which results in his players looking up to him.

"The more you understand your team the more you can lead them. I never liked the kind of leadership where the boys say: he's my leader, I have to respect him. I prefer them to say: I respect him and he's my leader," he explained his leadership mentality.

On the other hand, Mourinho also has shown the downside of paternalistic behavior. If the loyalty goes, then the leadership is hard to obtain. This happened during his last time managing Chelsea. The players stopped believing in his vision and because he believed, he is right, the respect and loyalty quickly eroded.

Paternalistic leadership is often misunderstood as a leadership concept. The model is too closely associated with patriarchy and gender-based leadership. In the Western context, paternalistic leadership is thought as another form of authoritarian leadership, but perhaps with even more condescending nature. On the other hand, the leadership model is revered in the Eastern countries, such as China and India. The focus there is not on the decision-making structure, but on the sense of being a big community, where the leader is looking after the subordinates.

Indeed, if a paternalistic leader is able to create an environment of loyalty through his or her expertise and commitment, the style can provide effective benefits to any organization. It is a powerful framework for improving employee motivation and productivity. It supports swiftness and efficiency, without harming employee wellbeing.

Nonetheless, paternalistic leadership is based on the assumption that leader alone can make the right decisions. It perhaps expects a bit too little from its subordinates and doesn't always provide them the tools to thrive. Since it relies so heavily on the leader's ability to make sound decisions and to lay down a vision, it can cause the organization to suffer from lack of creativity and oppressive behavior. As mentioned above, stubbornness and tunnel vision can be the drawbacks of the leadership model.

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Paternalistic Leadership Guide: Definition, Qualities, Pros & Cons, Examples

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"A leader is one who sees more than others see, who sees farther than others see, and who sees before others see." - Leroy Eimes People often refer to their work as a second family. The idea of belonging to a group where you are looked after is a natural yearning for human nature.

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13 incredible perks of working at Google, according to employees

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Google is consistently one of the best companies to work for in the US. Thanks to some of the coolest and most generous perks we've seen, it's easy to see why.

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An inside look at Google's best employee perks

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An inside look at Google's best employee perks

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January 2019 Part A for Test to take place on 9th January 2019

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January 2019 Part A for Test to take place on 9th January 2019

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Sopra Steria

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The Employee Experience

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Turning the spotlight on employee experience

The world of work is changing. How you enable your employees to deliver business and strategic outcomes is critical to their experience in the workplace - and how you create differentiation and competitive advantage.

A focus on employee experience is now pivotal to business success. It is about the cultural and technology changes that enable the business to seamlessly engage with Generation Me and transform how people feel at work. This will impact every aspect of an organisation's performance, from productivity and profitability, to absenteeism and safety incidents.

What is Generation Me?

In today's always on, always connected world, employee expectations are growing and the demand for flexible working has never been higher. Generation Me is this new workforce: one that expects to operate at work just as easily as it does at home. This means being able to access business and HR services through the channel of their choice, from anywhere, at any time, from any device.

Crucially, the workplace that empowers its people with real-time data services, intuitive easy-to-access employee services and automated self-help will be better placed to achieve broader strategic customer experience goals.

An employee-centric model

To engage with this new, digitally savvy workforce, technology, business and HR leaders are re-thinking outdated processes that have failed to keep up with new ways of working and new modes of service delivery, such as digital and cloud platforms. They recognise the need to make a significant shift to an employee-centric model that helps the business attract and retain the best (and most appropriate) talent.

Re-design, automate, digitise

Sopra Steria makes this happen. We help our clients transform their employee services with better use of people, process and technology. Through Engaging Generation Me, we modernise workplaces and update management practices. We implement smart, analytical systems and simplified, automated processes and employee services.

At its heart, Engaging Generation Me from Sopra Steria ensures the end-to-end employee lifecycle is supported by modern, efficient business and HR services that are fit-for-purpose. Bringing together both technology and process transformation, this typically involves:

Re-designing, automating and digitising key business and HR processes

Addressing the challenge of ageing technology platforms that are not aligned with a user-centric focus, such as the need to offer employee channel-of-choice options

Making use of robotics, analytics and artificial intelligence (AI) to help capture, analyse and interpret data to drive a better employee experience

Using analytics to better predict and plan for career progression and retention, or to understand and manage health and wellbeing issues

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In today's always on, always connected world, employee expectations are growing and the demand for flexible working has never been higher. Generation Me is this new workforce: one that expects to operate at work just as easily as it does at home.

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How to Make employee Experience a Competitive Edge

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WHITE PAPER: Employers ignore 'Generation Me' at their peril.

Last Updated: 18 Dec 2017

More than half of chief executives and directors admit that their organisations care less about employee experience than the quality of service they give to their customers, according to new research by Management Today and Sopra Steria.

In a survey of almost 500 chief executives, directors, managers and non-managerial employees, 51% say they believe their organisations invest less effort in the employee experience than the customer experience.

Two thirds of CEOs and directors surveyed have not appointed a Head of Employee Experience or someone with specific accountability for employee experience, and more than half admit they don't have a clear employee experience strategy in place in their organisations - squandering the opportunities to have a more engaged, energised and productive workforce.

Our research suggests greater flexible working and career development are the factors most likely to enhance employee experience - yet employers appear slow to understand and implement the automation, analytics and other technologies that can facilitate these improvements.

With the economic uncertainty of Brexit and possible talent crunches and skill shortages ahead, employers ignore at their peril Generation Me: employees who demand the same quality of experience as customers.
For free access to the research click here: By clicking on this download link you will be re-directed to a third party website. Image copyright: Monkey Business Images/Shutterstock
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How to make employee experience a competitive advantage

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WHITE PAPER: Employers ignore 'Generation Me' at their peril. Last Updated: 18 Dec 2017 More than half of chief executives and directors admit that their organisations care less about employee experience than the quality of service they give to their customers, according to new research by Management Today and Sopra Steria.

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Businesses need to look beyond engagement to their employee experience.

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5 key areas to help enable our employees be the best

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We aim to be an ever more responsible employer in terms of equal opportunities and the well-being of our people. This means honing an entrepreneurial spirit and creating a work environment and culture that provides every employee with pride, enjoyment and purpose.

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Impact of Motivation on Business Performance

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Impact of Motivation on Business Performance

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Business owners aim to build a business model with a workforce trained to serve customers in different ways. Employees who give their best performance will positively affect organizational performance. Employees who give less than their best create gaps in performance for the organization. Your business can benefit from a management team that motivates employees to increase overall business performance.

Sources of Motivation

Humans are driven by four basic needs, and they are a combination of natural needs and social needs. Humans want to acquire, to form bonds with individuals and groups, to comprehend and to defend themselves against outside threats. Because these drives form the basis of each employee's motivation, it is a challenge for managers to determine how to best motivate employees.

What Drives Human Motivation?

The most successful approach is when a company can appeal to all four drives of human motivation at once, according to a Harvard Business Review article in 2008. Researchers concluded that addressing an employee's drive to bond has the biggest effect on employee commitment. Also, they decided that addressing an employee's drive to comprehend is most significantly connected to employee engagement. This can be seen in how managers set goals for their work. They can create team projects, assign employees tasks they find engaging, offer incentives for goal completion and ensure that the group receives credit for its work.

Postive Correlation

Employee empowerment and recognition will increase employee motivation, according to an article in the "European Journal of Business and Management." The authors found a positive relationship between employee motivation and organizational effectiveness. There are many explanations for how employee motivation results in better performance. Generally, if they are motivated, they will direct attention to work tasks and achieve positive returns, such as finding value and social status in their job and deriving satisfaction from task completion. If all managers can motivate workers to their tasks, they can increase organizational performance.

Advice for Entrepreneurs

Smaller companies must compete with larger companies in the war for talent. Larger companies can bring higher salaries to bear in this struggle. You can harness the positive effects of employee motivation on organizational performance by using your business resources to create ideal working conditions for all employees, including talented individuals who prefer working for a smaller company. To keep your talent, give employees flexible working conditions, greater authority in serving customers and opportunities to implement their ideas for business improvement.

About the Author

Audra Bianca has been writing professionally since 2007, with her work covering a variety of subjects and appearing on various websites. Her favorite audiences to write for are small-business owners and job searchers. She holds a Bachelor of Arts in history and a Master of Public Administration from a Florida public university.

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How Does Employee Motivation Impact Organizational Performance?

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Business owners aim to build a business model with a workforce trained to serve customers in different ways. Employees who give their best performance will positively affect organizational performance. Employees who give less than their best create gaps in performance for the organization. Your business can benefit ...

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Tutor2U business

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Study Notes

Last updated 18 Feb 2018

Herzberg had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder ( motivators). However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder ( hygiene factors)

Motivation - Herzberg (Two Factor Theory)

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Motivation - Herzberg (Two Factor Theory)

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Herzberg had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (motivators).

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Motivating Employees at Work

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The Manager's Actions Are Most Effective in Encouraging Motivation

The reality, when you talk about how to motivate employees, is that they're already motivated. As a manager, you're charged with figuring out how to tap into that motivation to accomplish work goals. Fortunately, you control the key environmental factors that are necessary to achieve this.

Environmental Factors Under the Manager's Control

The most significant factor under your control is your relationship with each employee. This is the most significant factor managers control. The second-most important factor is a work environment and organizational culture that fosters employee motivation and engagement.

Ideally, the work culture consists of an environment in which employees are trusted, treated like the adults they are, and not micromanaged. Employees are entrusted with the values, vision, mission, and strategic framework within which they're expected to do their jobs.

They receive frequent communication, are regarded with respect and treated with civility, and have input to every facet of the work they're hired to produce. They're also encouraged to speak up about what they believe when participating in solving a problem for a customer. And the organization trusts them with its most significant and critical financial information so they're not blindsided by business problems.

These are factors that help produce a work environment in which employees choose to be motivated to accomplish the requirements of their work. Nothing is more powerful than a group of contributing, motivated employees.

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How Great Managers Motivate Their Employees

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The reality, when you talk about how to motivate employees, is that they're already motivated. As a manager, you're charged with figuring out how to tap into that motivation to accomplish work goals. Fortunately, you control the key environmental factors that are necessary to achieve this.

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As a manager in a company, one of your primary responsibilities is to motivate your employees to do their best work. There is no disputing the importance of employee motivation; those who feel positive about their jobs are more engaged, a feeling which often makes them more productive. A manager who tries to coerce employees to "work harder" is lucky to achieve even short-term results. But one who can motivate employees can see his business goals fulfilled - proving that there is direct relationship between leadership and motivation.

First, managers must take the time to learn what motivates their employees, America's Job Exchange says. Assuming that everyone can be motivated by the same incentive is a mistake because people are different. Some are motivated by money and benefits; some are motivated by praise; and others are motivated by work-life balance concessions. More employees than you think may be motivated by the so-called "silent incentive": Job security, which many people don't like discussing openly but value highly.

The first step in motivating employees in management is assessing each employee's work responsibilities and underlying motivations. An employee analysis requires you to meet with each employee individually to discuss their work-related goals. Most employees appreciate a manager's sincere interest in their lives.

As a manager, you can motivate your employees by making sure your work goals align with their work goals. This requires strategic planning and communication because you must let your employees know exactly what you expect from them.

If they do not have standards and goals that match yours, you will feel frustrated by their lack of efficiency and they will feel frustrated by their failed efforts to please you. Misunderstanding of goals leads to disappointment and failure - the opposite of the motivating forces you are striving to create. Forging this crucial symmetry can help employees approach their work with what Marketing 91 calls "full dedication."

One of the best things you can do as a manager to motivate your employees is to lead by example. If you are lazy, prone to procrastination or allow your temper to flare, you will likely see the relationship between leadership (or the lack of it) and motivation play out before your very eyes. In other words, you will probably see the same behavior from your employees. If you want to motivate your employees to pursue excellence in their job responsibilities, behave how you would like them to behave. Speak kindly, show respect and give praise when and where it is due.

Fairness is an important motivating factor in the workplace, too. You must create a fair system of incentives, rewards and benefits that encourages employees to work hard. As the boss, you can never show favoritism. Incorporate fair compensation programs, employee performance evaluations and consistent policies into your workplace. You must establish an equitable and consistent work environment so that you're never accused of playing favorites.

The importance of employee motivation regularly surfaces in workplace surveys, including those conducted by Gallup. Forbes reports that only 20 percent of employees agree that their "performance is managed in a way that motivates them to do outstanding work."

This leaves a lot of room for improvement. On the other hand, if you're reasonably happy with the level of motivation your employees demonstrate, then you should continue doing whatever you're doing. As 6q points out, the benefits of motivated employees for an organization include:

Greater employee satisfaction

Deeper employee commitment

Better employee efficiency

These aren't just "one-off" results; with your steady commitment to the importance of employee motivation, they should become a long-term sense of pride in the people who help you keep your company running.

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What Is Management Leadership's Role in Motivating Employees?

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As a manager, it may help to liken the importance of employee motivation to an investment. Once you invest in your employees, they should pay you back so that your business profits in myriad ways.

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Abraham Maslow's hierarchy of needs is one of the best-known theories of motivation. Maslow's theory states that our actions are motivated by certain physiological and psychological needs that progress from basic to complex.

Maslow's Hierarchy of Needs Theory

Abraham Maslow first introduced the concept of a hierarchy of needs in his 1943 paper, titled "A Theory of Human Motivation," and again in his subsequent book, "Motivation and Personality." This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs.

While some of the existing schools of thought at the time-such as psychoanalysis and behaviorism -tended to focus on problematic behaviors, Maslow was more interested in learning about what makes people happy and what they do to achieve that aim.

As a humanist, Maslow believed that people have an inborn desire to be self-actualized, that is, to be all they can be. To achieve this ultimate goal, however, a number of more basic needs must be met. This includes the need for food, safety, love, and self-esteem.

Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. There are five different levels of Maslow's hierarchy of needs, starting at the lowest level known as physiological needs.

Physiological Needs

The physiological needs include those that are vital to survival. Some examples of physiological needs include:

In addition to the basic requirements of nutrition, air, and temperature regulation, physiological needs also include shelter and clothing. Maslow included sexual reproduction in this level of the hierarchy as well, since it is essential to the survival and propagation of the species.

Security and Safety Needs

At the second level of Maslow's hierarchy, the needs start to become a bit more complex. At this level, the needs for security and safety become primary.

People want control and order in their lives. Some of the basic security and safety needs include:

Finding a job, obtaining health insurance and health care, contributing money to a savings account, and moving to a safer neighborhood are all examples of actions motivated by security and safety needs.

Social Needs

The social needs in Maslow's hierarchy include love, acceptance, and belonging. At this level, the need for emotional relationships drives human behavior. Some of the things that satisfy this need include:

Friendships

Romantic attachments

Family relationships

Social groups

Community groups

Churches and religious organizations

In order to avoid loneliness, depression, and anxiety, it is important for people to feel loved and accepted by others. Personal relationships with friends, family, and lovers play an important role, as does involvement in groups-such as religious groups, sports teams, book clubs, and other group activities.

Esteem Needs

At the fourth level in Maslow's hierarchy is the need for appreciation and respect. Once the needs at the bottom three levels have been satisfied, the esteem needs begin to play a more prominent role in motivating behavior.

At this level, it becomes increasingly important to gain the respect and appreciation of others. People have a need to accomplish things, then have their efforts recognized. In addition to the need for feelings of accomplishment and prestige, esteem needs include such things as self-esteem and personal worth.

People need to sense that they are valued by others and feel that they are making a contribution to the world. Participation in professional activities, academic accomplishments, athletic or team participation, and personal hobbies can all play a role in fulfilling the esteem needs.

People who are able to satisfy esteem needs by achieving good self-esteem and the recognition of others tend to feel confident in their abilities. Conversely, those who lack self-esteem and the respect of others can develop feelings of inferiority.

Self-Actualization Needs

At the very peak of Maslow's hierarchy are the self-actualization needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others, and interested in fulfilling their potential.

"What a man can be, he must be," Maslow explained, referring to the need people have to achieve their full potential as human beings.

Maslow's said of self-actualization: "It may be loosely described as the full use and exploitation of talents, capabilities, potentialities, etc. Such people seem to be fulfilling themselves and to be doing the best that they are capable of doing. They are people who have developed or are developing to the full stature of which they capable."

Progressing Through the Pyramid of Needs

Maslow's hierarchy of needs is often displayed as a pyramid. The lowest levels of the pyramid of needs are made up of the most basic needs while the most complex needs are at the top.

Once lower-level needs have been met, people can move on to the next level of needs. As people progress up the pyramid, needs become increasingly psychological and social.

At the top of the pyramid, the need for personal esteem and feelings of accomplishment take priority. Like Carl Rogers, Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person in order to achieve individual potential.

Different Types of Needs

Maslow's hierarchy of needs can be separated into two types of needs: deficiency needs and growth needs.

Deficiency needs: Physiological, security, social, and esteem needs are deficiency needs, which arise due to deprivation. Satisfying these lower-level needs is important to avoid unpleasant feelings or consequences.

Growth needs: Maslow called the needs at the top of the pyramid growth needs. These needs don't stem from a lack of something, but rather from a desire to grow as a person.

While the theory is generally portrayed as a fairly rigid hierarchy, Maslow noted that the order in which these needs are fulfilled does not always follow this standard progression.

For example, he noted that for some individuals, the need for self-esteem is more important than the need for love. For others, the need for creative fulfillment may supersede even the most basic needs.

Criticisms of Maslow's Theory

Maslow's theory has become wildly popular both in and out of psychology. The fields of education and business have been particularly influenced by the theory. But Maslow's concept has not been without criticism. Chief among the long-held objections are:

Needs don't follow a hierarchy: While some research has shown support for Maslow's theories, most of the research has not been able to substantiate the idea of a needs hierarchy. Wahba and Bridwell (researchers from Baruch College) reported that there was little evidence for Maslow's ranking of these needs and even less evidence that these needs are in a hierarchical order.

The theory is difficult to test: Other critics of Maslow's theory note that his definition of self-actualization is difficult to test scientifically. His research on self-actualization was also based on a very limited sample of individuals, including people he knew as well as biographies of famous individuals who Maslow believed to be self-actualized.

Some of the more recent critiques suggest that Maslow was inspired by the belief systems of the Blackfoot nation, but neglected to acknowledge this. Maslow's studied the Northern Blackfoot tribe as an anthropologist. However, this foundational basis disappeared over time, causing him to misuse the concepts he was originally there to assess.

Impact of Maslow's Hierarchy

Regardless of these criticisms, Maslow's hierarchy of needs represented part of an important shift in psychology. Rather than focusing on abnormal behavior and development, Maslow's humanistic psychology was focused on the development of healthy individuals.

There has been relatively little research supporting Maslow's theory, yet the hierarchy of needs is well-known and popular both in and out of psychology. And in a study published in 2011, researchers from the University of Illinois set out to put this hierarchy to the test.

What they discovered is that, while the fulfillment of the needs was strongly correlated with happiness, people from cultures all over the world reported that self-actualization and social needs were important even when many of the most basic needs were unfulfilled.

Such results suggest that while these needs can be powerful motivators of human behavior, they do not necessarily take the hierarchical form that Maslow described.

The Expanded Hierarchy of Needs

In 1970, Maslow built upon his original hierarchy to include three additional needs at the top of his pyramid, for a total of eight:

Cognitive needs. This centers on knowledge. People generally want to learn and know things about their world and their places in it.

Aesthetic needs. This addresses the appreciation of beauty and form. People might fulfill this need through enjoying or creating music, art, literature, and other creative expressions.

Transcendence needs. Maslow believed that humans are driven to look beyond the physical self in search of meaning. Helping others, practicing spirituality, and connecting with nature are a few ways we might meet this need.

A Word From Verywell

Whether you accept Maslow's hierarchy of needs or not, his theory shines a light on the many needs we have as human beings. And even if we don't all place these needs in the same order, keeping them in mind when interacting with others can help make our interactions more caring and respectful.

Frequently Asked Questions

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How Maslow's Hierarchy of Needs Explains Human Motivation

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Maslow's hierarchy of needs describes five levels of needs that motivate human nature. Learn more about the pyramid of needs and why it matters.

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Impact of Motivation on Business Performance

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Impact of Motivation on Business Performance

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Doing Business all over the world is very challenging. Corporate performance and revenue growth are challenge by Internal and external operating environment factors. To survive in profitable way in the highly challenging and competitive global market economy, all the factor of Employee Retention &Production - machine, materials & men, - should be managed in a impressive way Among the factors of production the human resource constitutes the biggest challenge because unlike other inputs employee management calls for accomplished handling of thoughts, feelings & emotions to protected highest productivity. High productivity is a long-term benefits of Employee motivation Motivated employee is a valuable asset which delivers huge value to the Organization in maintaining and strengthening its business and revenue growth.
Motivation: Motivation is the word derived from the word 'motive' which means needs, desires, wants or drives within the persons. It is the process of inspiring people to actions to achieve the goals. In the work goal background the psychological factors motivating the people's behavior can be-
 Job-Satisfaction Achievement Term Work, etc Need for Money Respect
One of the most important functions of management is to create enthusiasm amongst the employees to execute in the best of their abilities. Therefore the role of a leader is to arouse interest in presentation of employees in their jobs. The process of motivation consists of 3 stages:-

1. A felt need or oblige

2. A incentive in which needs have to be aroused

3. When needs are satisfied, the satisfaction or achievement of goals.

Employee satisfaction: Whether employees are happy and satisfied and pleasing their desires & need sat work. Many measures claim that employee satisfaction is a factor in employee motivation, employee goal. Achievement and positive employee confidence in the workplace. Employee satisfaction, while normally a positive in your organization, can also be a disappointment if ordinary employees continue because they are satisfied with your work environment.

Employee Performance: The activity of performance of doing something fruitfully by knowledge as famous from simply possessing it. A performance Comprises an event in which normally one group of people the performer or Performers act in a particular way for another group of people.

Productivity: Productivity is that which people can produce with the smallest amount effort, Productivity is a ratio to calculate how well an organization or individual, industry, country converts input belongings, labor, materials, machines etc. into goods and services.

Working Environment: Stresses, influences, and competitive, situation, civilizing, demographic, profitable, usual, political, regulatory, and environmental factors that effect the survival, operations, and development of an organization.

Every person has activities, events, people, and goals in his or her life that he or she finds motivating. By using intrinsic satisfaction & extrinsic factor organization can inspire employee motivation at work. Fulfilling the employee's needs and expectations from work and the workplace factors that enable employee motivation - or not. These variables make motivating employees challenging.

Importance of Motivation

Motivation occupies an important place and position in the whole management process. This technique can be used fruitfully for encouraging workers to make positive contribution for achieving organizational objectives. Motivation is necessary as human nature needs some sort of inducement, encouragement or incentive in order to get better performance. Motivation of employee's offers may benefits to the Organisation and also to the employees. This suggests the importance of motivating employees. Motivation acts as a technique for improving the performance of employees working at different levels.

Motivation of employees is one function which every manager has to perform along with other managerial functions. A manager has to function as a friend and motivator of his subordinates. Motivation is useful in all aspects of life and even our family life. The same is the case with business. This dearly suggests that motivation is extremely important. It is an integral part of management process itself.

productive than non-motivated employees. Most businesses make some pains to motivate workers but this is normally easier said than done. Employees are all individuals with different like's dislikes and needs, and different things will motivate each.

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Impact of Employee Motivation on Performance (Productivity)

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Impact of Employee Motivation on Performance (Productivity) Doing Business all over the world is very challenging. Corporate performance and revenue growth are challenge by Internal and external operating environment factors.

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Employee Motivation - Financial and None Financial

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Employee Motivation - Financial and None Financial

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Essays, Research Papers and Articles on Business Management

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Regardless of which theory of employee motivation is followed, the research studies on motivation conclude that interesting work, appreciation, pay, good working conditions, and job security are important factors in helping to motivate. For enhancing motivation in your organization first study the following:

(a) An analysis of what motivates individual staff members

(b) The performance objectives of the individual

(c) The strategic goals of the organization

(d) The values and culture of the organization

After above actions device the techniques .The techniques can be of two types - Financial and non Financial

Financial/Incentives Techniques of Motivation:

Financial techniques refer to monetary rewards. Incentives are nothing but the inducements provided to employees in order to motivate them. There should be direct relationship between efforts and rewards, financial reward should be substantial in value and must be in parity with others.

Under -paying staff sends the message that your firm doesn't value their work. Money is not a prime motivator but this should not be regarded as a signal to reward employees poorly or unfairly.
The financial incentives include:
1. Pay and Allowances:

It includes basic pay, grade pay, and dearness allowance; travelling allowance, pay increments, etc. Good pay and allowances help the organization to retain and attract capable persons.

However, good pay and allowances need not motivate all the people, especially who are enjoying security of job in government organizations and those for whom corruption is a way of life.

Some of the other issues are associated with bad attitudes, grievances, absenteeism, turnover, poor organizational citizenship, and adverse effect on employees' mental and physical health.

2. Incentive Pay:

Incentive pay plans are meant to increase output, which can be measured quantitatively. For incentive plan targets, the employees must have confidence that they can achieve the targets.

3. Gain Sharing:

It is a reward system in which team members earn bonus for increasing productivity or reduce wastages. To illustrate, if the wastage is reduced from 5% to less the benefits may be shared equally with the team.

4. Profit Sharing:

It means sharing of profits with the employees by way of distribution of bonus. Profit sharing plan has its shortcomings - one, that it has become a regular feature in government departments irrespective of performance and two, it may have no relation with individual efforts.

5. Stock Options:

Many companies use employee stock options plans to compensate, retain, and attract employees. These plans are contracts between a company and its employees that give employees the right to buy a specific number of the company's shares at a fixed price within a certain period of time.

Employees who are granted stock options hope to profit by exercising their options at a higher price than when they were granted. In India, stock options have primarily been used as a retention tool for a more selective group of employees.

6. Retirement Benefits:

It includes the accumulated provident fund, gratuity, leave encashment and pension. The provision of terminal benefits provides assurance to employees during the service for their future

Non-financial Incentives/Techniques:

Non-financial incentives do not involve money payments. These are also important in motivating employees as they bring in psychological and emotional satisfaction to them.

These include so many techniques. People do work for money-but they work even more for meaning in their lives. In fact, they work to have fun.
Some of the important non-financial incentives include:
1. Job security:

Nothing can motivate a worker, appointed temporarily, better than provision of job security. Even if a temporary worker puts in greater efforts, lack of job security will always pose a threat. If such a worker is given job security, he will be more committed to the organization.

2. Challenging work:

Workers, who are dynamic in nature, do not show preference for routine jobs. They are always ready to accept challenging assignments, challenge can be brought through mentoring, job redesigning - job enlargement and job enrichment. Understand the capabilities of every individual in the organization and accordingly assign him work.

3. Recognition:

It is important that the employer recognizes hard work. Even a word of appreciation from him would motivate the employees to maintain the same level of performance or do even better. Employees ranked a personal 'thank you' as the most sought after form of recognition, followed by a handwritten note of appreciation from the boss.

4. Better job Titles:

Job titles do matter. Employees do show preference for certain designations. A salesman, for example, would like to be designated as a sales executive and a sweeper to be Sanitary Inspector.

5. Opportunities for Advancement:

There should never be a stagnation point for any employee during the prime time of his career. The employer must always provide opportunities for his employees to perform well and move up in the hierarchy.

6. Empowerment:

To stimulate an employee is his involvement in certain crucial decisions. For example, if the management decides to buy a new machinery for the factory, the workers' viewpoints may be secured before making the final decision. The management should avoid unilateral decisions on such matters.

7. Competition:

The management can encourage healthy competition among the employees. This would, certainly, motivate them to prove their capabilities. The management can also rank the employees according to performance. Such of those employees who have performed very well may be given merit certificates.

8. Job Rotation:

By job rotation we mean that the employees will be exposed to different kinds of job. This certainly would break the monotony of employees. For example, in a bank an employee may work in the Savings Bank Section for sometime after which he may be posted to the cash section. Such a change not only motivates the employees to perform well but also prepares him to be versatile.

9. Lead by Example - be passionate and energetic:

Leaders should demonstrate the attitudes, values, actions, and mindsets that they want among their staff. Leaders are always considered as role models.

10. Encourage the use of humour and creativity:

Incorporating humour into the workplace can alleviate stress and create a more positive environment for everyone. Strategies to enhance humour include having a daily cartoon or joke sent to all staff via e-mail, encouraging laughter, finding fun in events that did not turn out as planned or expected etc.

11. Treat your people as human beings - neither inferior, nor superior:

Show trust and respect, motivate them for creativity, create a 'safe-to-risk environment', keep them informed of relevant developments inside the organisation, mistakes be treated as learning tools instead of blaming them, act as an advocate for their employees and be a visible champion for them, provide resources and support required by staff to complete their jobs, promote and provide two-way feedback, address stress and burnout, and implement work/life balance initiatives.

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Employee Motivation: Financial and Non-financial Techniques of Staff Motivation

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Read this article to learn about Employee Motivation: Financial and Non-financial Techniques of Staff Motivation! Regardless of which theory of employee motivation is followed, the research studies on motivation conclude that interesting work, appreciation, pay, good working conditions, and job security are important factors in helping to motivate.

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LO A The definitions and functions of Management

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LO A The definitions and functions of Management

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Poweroint presentation

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Powerpoint Presentation

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LO D Factors influencing Management, Motivation and Performance of the Workforce

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LO D Factors influencing Management, Motivation and Performance of the Workforce