thank you so much for the reply given to my questions
though i still need information on turnover, factors responsible for it and what can be done to rescue such situation
i look forward to your reply
once again, i say thank you
From Nigeria, Ibadan
6though i still need information on turnover, factors responsible for it and what can be done to rescue such situation
i look forward to your reply
once again, i say thank you
From Nigeria, Ibadan
1. what are the factors responsible for turnover and how can the situation be remedied
================================================== ===
A number of factors which
could trigger high level of turnover
-lack of market orientation of paypacket
[pay for performance / incentivation/ market oriented paypackaging]
----------------------------------------------------------------------------
-lack of achievement recognition
[develop short term/long term recognition/loyalty program]
-----------------------------------------------------------------------
-lack of movements in position in the organization.
[introduce job enlargement/ job enhancement/multiskilling etc]
------------------------------------------------------------------------
-lack of effective program of succession planning
[develop a transparent succession plan for the organization]
---------------------------------------------------------------------
-lack of effective career planning
[develop an effective career plan for selected individuals in the organization]
-----------------------------------------------------------------------------------
-lack of effective career development
[develop an effective career development plan for the organization]
----------------------------------------------------------------------------
-lack of proper potential assessment
[develop a transparent potential assessment for promotions for the organization]
-------------------------------------------------------------------------------------------
-lack of job relation to aptitude
[as part of career plan, conduct aptitude test-to get right talent for the right job]
--------------------------------------------------------------------------------------------
-poor response from other middle management
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------
-lack of support from other senior staff
[train the senior staff in '' interpersonal skills ]
-------------------------------------------------------------------------------------
-no feedback from management on performance
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------------
-lack of challenging assignment
[introduce job rotation / job enlargment/ job enrichment etc ]
-----------------------------------------------------------------------------
-lack of opportunity to work with major/significant projects.
[ introduce team project assignments ]
-------------------------------------------------------------------------------
-lack of information about where they are going in the next 3 years
[ career plan /development program would help to fill this gap ]
------------------------------------------------------------------------------------
-lack of information where the organization is moving in the next 5 years
[ brief them a non-detailed company strategic plan ]
-----------------------------------------------------------------------------------
etc etc
=================================================
2. what is career pathing and career planning
Career Pathing is a set of diverse strategies that develop
articulated connections between jobs in the same or related industries to achieve
occupational advancement or increased wages, skills and benefits for workers.
A sampling of strategies that are commonly used in career pathing include:
Ø Developing curriculum for new training to advance in a career field;
Ø Creating new job classifications that can provide additional “steps up” in a field;
Ø Training workers to start businesses in their sector to increase income;
Ø Working with employers to articulate paths or skill standards for advancement where
none existed previously;
Ø Upgrading skills for low-skill workers;
Ø Providing technical assistance to employers to demonstrate how to implement career
pathways;
Ø Creating new strategies for credentialing workers;
Ø Building education and training benefits packages where they don’t already exist;
Ø Investing in career counseling and mentoring programs for low-wage workers.
FOR THE SUCCESS OF SUCH CAREER PATHING PROGRAMS,
THE FOLLOWING APPROACH WOULD BE USEFUL.
SUCCESSION PLAN
Performance appraisal-------------------------------potential assessment
CAREER PLANNING
CAREER DEVELOPMENT PORGRAMS
personal development--training/development--career counseling--mentoring
=================================================
CAREER PLANNING
Career Planning is a critical element / outcome of SUCCESSION PLANNING,
Performance appraisal and Potential assessment systems.
The process of career planning
Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.
Career planning ‑ the competency band approach
It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.
Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.
These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.
The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.
A competency band career development approach can be linked to
Aiming points
1. Competence band 1 definition
Basic training and experience
2. Competence band 2 definition
Continuation of medium training and experience
3.Competence band 3 definition
Continuation of advanced training and experience
Career planning is for core people as well as high‑flyers
The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.
career planning is for individuals as well as the organization
Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.
Career plans must therefore recognize that:
* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
* individuals are more motivated by an organization that responds to their aspirations and needs;
* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.
Career planning techniques
Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance.
================================================== =====================
3. what are the charcacteristic features of the categories of human resoucres managers, for instance: Id controlled, Ego controlled and Superego controlled mangers
1.SUPEREGO
-takes charge/makes quick decisions/gives orders/controls self and others and is goal/task oriented.
-is self organized / logical/independent and appears confident.
-generally strong willed / forceful/ displays a sense of urgency and is very competitive.
-immediate time frame/ do it now.
-often displays impatience with self others/ may be seen as critical.
-can be seen as stubborn and inflexible.
-likes recognition for results and efficiency based on the task.
================================================== =====================
2. EGO
-Interacts and participates with others.
-is an open communicator.
-uses imagination to work out new ideas.
-future time frame.
-takes initiative with people/motivates/stimulates and persuades.
-need changes /is impatient
-does not seek too much detail
-may jump to conclusions
-inattentive to detail/accuracy.
-likes visible recognition.
===============================================
3. ID
-gives orders/controls self and others and is goal/task oriented.
-appears thoughtful
-historical time frame [ we'll do the same way as before]
-methodical / reliable
-acts with precision.
-prefers a structured approach.
-dislikes confusion / ambiguity.
-does not rely on intuition/ feelings.
-exhibits a high degree of self discipline.
================================================== =========
regards
LEO LINGHAM
From India, Mumbai
================================================== ===
A number of factors which
could trigger high level of turnover
-lack of market orientation of paypacket
[pay for performance / incentivation/ market oriented paypackaging]
----------------------------------------------------------------------------
-lack of achievement recognition
[develop short term/long term recognition/loyalty program]
-----------------------------------------------------------------------
-lack of movements in position in the organization.
[introduce job enlargement/ job enhancement/multiskilling etc]
------------------------------------------------------------------------
-lack of effective program of succession planning
[develop a transparent succession plan for the organization]
---------------------------------------------------------------------
-lack of effective career planning
[develop an effective career plan for selected individuals in the organization]
-----------------------------------------------------------------------------------
-lack of effective career development
[develop an effective career development plan for the organization]
----------------------------------------------------------------------------
-lack of proper potential assessment
[develop a transparent potential assessment for promotions for the organization]
-------------------------------------------------------------------------------------------
-lack of job relation to aptitude
[as part of career plan, conduct aptitude test-to get right talent for the right job]
--------------------------------------------------------------------------------------------
-poor response from other middle management
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------
-lack of support from other senior staff
[train the senior staff in '' interpersonal skills ]
-------------------------------------------------------------------------------------
-no feedback from management on performance
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------------
-lack of challenging assignment
[introduce job rotation / job enlargment/ job enrichment etc ]
-----------------------------------------------------------------------------
-lack of opportunity to work with major/significant projects.
[ introduce team project assignments ]
-------------------------------------------------------------------------------
-lack of information about where they are going in the next 3 years
[ career plan /development program would help to fill this gap ]
------------------------------------------------------------------------------------
-lack of information where the organization is moving in the next 5 years
[ brief them a non-detailed company strategic plan ]
-----------------------------------------------------------------------------------
etc etc
=================================================
2. what is career pathing and career planning
Career Pathing is a set of diverse strategies that develop
articulated connections between jobs in the same or related industries to achieve
occupational advancement or increased wages, skills and benefits for workers.
A sampling of strategies that are commonly used in career pathing include:
Ø Developing curriculum for new training to advance in a career field;
Ø Creating new job classifications that can provide additional “steps up” in a field;
Ø Training workers to start businesses in their sector to increase income;
Ø Working with employers to articulate paths or skill standards for advancement where
none existed previously;
Ø Upgrading skills for low-skill workers;
Ø Providing technical assistance to employers to demonstrate how to implement career
pathways;
Ø Creating new strategies for credentialing workers;
Ø Building education and training benefits packages where they don’t already exist;
Ø Investing in career counseling and mentoring programs for low-wage workers.
FOR THE SUCCESS OF SUCH CAREER PATHING PROGRAMS,
THE FOLLOWING APPROACH WOULD BE USEFUL.
SUCCESSION PLAN
Performance appraisal-------------------------------potential assessment
CAREER PLANNING
CAREER DEVELOPMENT PORGRAMS
personal development--training/development--career counseling--mentoring
=================================================
CAREER PLANNING
Career Planning is a critical element / outcome of SUCCESSION PLANNING,
Performance appraisal and Potential assessment systems.
The process of career planning
Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.
Career planning ‑ the competency band approach
It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.
Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.
These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.
The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.
A competency band career development approach can be linked to
Aiming points
1. Competence band 1 definition
Basic training and experience
2. Competence band 2 definition
Continuation of medium training and experience
3.Competence band 3 definition
Continuation of advanced training and experience
Career planning is for core people as well as high‑flyers
The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.
career planning is for individuals as well as the organization
Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.
Career plans must therefore recognize that:
* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
* individuals are more motivated by an organization that responds to their aspirations and needs;
* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.
Career planning techniques
Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance.
================================================== =====================
3. what are the charcacteristic features of the categories of human resoucres managers, for instance: Id controlled, Ego controlled and Superego controlled mangers
1.SUPEREGO
-takes charge/makes quick decisions/gives orders/controls self and others and is goal/task oriented.
-is self organized / logical/independent and appears confident.
-generally strong willed / forceful/ displays a sense of urgency and is very competitive.
-immediate time frame/ do it now.
-often displays impatience with self others/ may be seen as critical.
-can be seen as stubborn and inflexible.
-likes recognition for results and efficiency based on the task.
================================================== =====================
2. EGO
-Interacts and participates with others.
-is an open communicator.
-uses imagination to work out new ideas.
-future time frame.
-takes initiative with people/motivates/stimulates and persuades.
-need changes /is impatient
-does not seek too much detail
-may jump to conclusions
-inattentive to detail/accuracy.
-likes visible recognition.
===============================================
3. ID
-gives orders/controls self and others and is goal/task oriented.
-appears thoughtful
-historical time frame [ we'll do the same way as before]
-methodical / reliable
-acts with precision.
-prefers a structured approach.
-dislikes confusion / ambiguity.
-does not rely on intuition/ feelings.
-exhibits a high degree of self discipline.
================================================== =========
regards
LEO LINGHAM
From India, Mumbai
leo thanks a lot
i am so grateful
i would not know if i can ask more questions
1.communication networks
2. quality of work life
3. career and what can motivate people to accept a particular job
i look forward to yoyr response
thanks a lot
From Nigeria, Ibadan
i am so grateful
i would not know if i can ask more questions
1.communication networks
2. quality of work life
3. career and what can motivate people to accept a particular job
i look forward to yoyr response
thanks a lot
From Nigeria, Ibadan
G8 job . it was use full for me yar . if u can can u send me some basic information on HR in IT field
From India, New Delhi
From India, New Delhi
LOLA,
YOUR SECOND QUESTION.
2. quality of work life [ QWL]
What is QWL?
QWL is the abbreviation for the Quality of Work Life Initiative. QWL is a comprehensive, department-wide program designed to enhance company's service to the public by improving employee satisfaction, strengthening workplace learning and helping employees better manage change and transition.
About QWL Objectives
three main objectives for the QWL Initiative:
Improve employee satisfaction;
Strengthen workplace learning; and
Better manage on-going change and transition
About QWL Strategy
QWL plans designed to, at a minimum, accomplish the following:
improve communication with employees;
strengthen family friendly programs;
provide all employees with Internet access;
increase investment in workplace learning;
improve the effectiveness of supervisors and team leaders;
evaluate the effectiveness of diversity management practices; and
improve ability to manage change and transition.
QWL Accomplishments
Avoidance of the use of involuntary separations, except the few in the IHS as result of the Indian Self-Determination Act;
Elimination of sequential sign-in sheets;
Internet access for all employees
Creation of a model work/life center to serve as a resource for all employees;
Creation of a web site dedicated to QWL activities
Annual QWL weeks sponsored in each DEPARTMENT;
First and Second annual Conference on Family Friendly Work Practices;
Creation of a distributed learning network ("D/L net") to allow employees to learn "anytime, anywhere";
Distribution of annual employee benefits statements to all employees;
Pilot projects to re-design the way work is accomplished to increase organizational productivity as well as employee ability to balance work and life priorities
First annual Diversity conference to make recommendations on how to make diversity a "source of performance excellence" .
QWL could be measured using surveys.
The survey is theoretically grounded on construct of Perceived Organizational Support (POS), the extent to which employees perceive that the organization values their contributions and cares about their well-being. POS is well-supported by the empirical research literature as a key factor in influencing employee commitment to the organization, job satisfaction, and general quality of work life.
In addition to measuring POS, the survey included measures of:
Affective Organizational Commitment (AOC)
Work-Family Culture (WFC)
Sources of Stress, divided into 6 dimensions that are likely to influence POS:
Fairness
Work Conditions
Role Stress
Relations with Others
Parking and Commuting
Personal and Family
Sources of Satisfaction, also divided into 6 dimensions that are likely to influence POS:
Fairness
Work Conditions
Salary and Benefits
Autonomy and Growth
Access to Non-work Activities
Overall Joband Life Satisfaction
Categories and Constructs Measured
Job level
Workload
Autonomy
Pay/pay equity
Skill utilization
Participation
Job future
Repetitive work
Resource adequacy
Reward/recognition
Skill utilization
Supervisory behavior
Coworker relations
Promotions
Variety
Occupation
Job tenure
Training
Layoffs
Teamwork
Role clarity
Role conflict
Staffing
Safety & health
Other
Culture/climate
Safety climate
Discrimination
Harassment
Respect
Trust
Mgt. relationship
Health Outcomes
Physical health
Mental health
Injuries
Other Outcomes
Performance
Satisfaction
Intent to leave
Job commitment
Hours of work
Work at home
Overtime
Flexibility
Work/family
Supervision
Benefits
Union
================================================== ===
How is Quality of Work Life measured?
An annual employee survey provides a snapshot of employee views about the quality of their work life and helps to surface employee issues that require attention. Survey results are shared with employees / Management and Union.
================================================== =====
Work/Life Preference Checklist
Work/Life Preference
Work Environment
Growing/Successful
Ethical
Family‑oriented
Good Benefits
Pays Well/Fairly L/
Physically Clean/Safe
Open/Participative
Rewards Risk/Innovation
Access to Recreation
Adequate Parking
Advancement Opportunity
Entrepreneurial
Strong Leadership
Clear Mission
Team Spirit/Morale
Training Available
‑ Caring Management
‑ Gives Recognition
‑ Physically Attractive
‑ Quiet
‑ Efficient
‑ Large Organization
Equal Opportunity
‑ Time Flexibility
‑ Faster Pace
‑ Slower Pace
‑ Private Office
‑ Stability
‑ Gives Feedback
‑ Child Care
‑ Shows Respect
‑ Professional
Dress Code
Resources Available
Other/Comments
The Work Itself
Utilizes Abilities
High Visibility
High Structure
Loose Structure
Emphasis on Doing
Emphasis on Managing
Emphasis on Thinking
Emphasis on Quality
Emphasis on Quantity
Involves Travel
No Travel
Meaningful Outcome
Work with People
Work with Data/Ideas
Work with Physical Things
Regular Hours
irregular Hours
Other/Comments
Safety/Security
International
‑ More Management Contact
‑ More Contact with Peers
‑ Theoretical
‑ Line Job
‑ Competency Valued
‑ Precision Required
‑ Expertise Valued
‑ Task Variety
‑ Work Alone
Work in Groups
‑ Headquarters Job
‑ Field/Plant Job
‑ Generalist Role
‑ Specialist Role
‑ Reliability Valued
Staff Job
Results and Rewards of the Work (Motivations)
To advance or be promoted
To gain control or authority
To realize a vision
To achieve measurable results
To make specific
improvements
To master a craft or process
To gain recognition
To gain and impart expertise
To pioneer or discover
‑ To earn financial payoffs
‑ To create a product or process
To build an enterprise
‑ To have an impact
‑ To be a change agent
‑ To compete and win
‑ To achieve distinction
‑ To exploit hidden
opportunities
‑ To achieve elite status
‑ To respond to a challenge
‑ To meet high expectations
‑ Other/Comments
To overcome adversity
To contribute to society
Lifestyle and Personal Values
‑ Live an Honest Life
‑ Have Leisure Time
‑ Live a Spiritual Life
‑ Be Financially Secure
‑ Take Care of Family
‑ Enjoy Vacations/Travel
‑ Community Involvement
‑ Have Respect of Others
‑ Have Balance and Harmony
Other/Comments
‑ Retire Comfortably
‑ Live in Beautiful Setting
‑ Have Many Friends
‑ Be a Good Parent
‑ Live a Healthy life
‑ live Where I Want
‑ Loving Relationship
‑ Own Material Goods
‑ Help Less Fortunate
================================================== =========
regards
LEO LINGHAM
From India, Mumbai
YOUR SECOND QUESTION.
2. quality of work life [ QWL]
What is QWL?
QWL is the abbreviation for the Quality of Work Life Initiative. QWL is a comprehensive, department-wide program designed to enhance company's service to the public by improving employee satisfaction, strengthening workplace learning and helping employees better manage change and transition.
About QWL Objectives
three main objectives for the QWL Initiative:
Improve employee satisfaction;
Strengthen workplace learning; and
Better manage on-going change and transition
About QWL Strategy
QWL plans designed to, at a minimum, accomplish the following:
improve communication with employees;
strengthen family friendly programs;
provide all employees with Internet access;
increase investment in workplace learning;
improve the effectiveness of supervisors and team leaders;
evaluate the effectiveness of diversity management practices; and
improve ability to manage change and transition.
QWL Accomplishments
Avoidance of the use of involuntary separations, except the few in the IHS as result of the Indian Self-Determination Act;
Elimination of sequential sign-in sheets;
Internet access for all employees
Creation of a model work/life center to serve as a resource for all employees;
Creation of a web site dedicated to QWL activities
Annual QWL weeks sponsored in each DEPARTMENT;
First and Second annual Conference on Family Friendly Work Practices;
Creation of a distributed learning network ("D/L net") to allow employees to learn "anytime, anywhere";
Distribution of annual employee benefits statements to all employees;
Pilot projects to re-design the way work is accomplished to increase organizational productivity as well as employee ability to balance work and life priorities
First annual Diversity conference to make recommendations on how to make diversity a "source of performance excellence" .
QWL could be measured using surveys.
The survey is theoretically grounded on construct of Perceived Organizational Support (POS), the extent to which employees perceive that the organization values their contributions and cares about their well-being. POS is well-supported by the empirical research literature as a key factor in influencing employee commitment to the organization, job satisfaction, and general quality of work life.
In addition to measuring POS, the survey included measures of:
Affective Organizational Commitment (AOC)
Work-Family Culture (WFC)
Sources of Stress, divided into 6 dimensions that are likely to influence POS:
Fairness
Work Conditions
Role Stress
Relations with Others
Parking and Commuting
Personal and Family
Sources of Satisfaction, also divided into 6 dimensions that are likely to influence POS:
Fairness
Work Conditions
Salary and Benefits
Autonomy and Growth
Access to Non-work Activities
Overall Joband Life Satisfaction
Categories and Constructs Measured
Job level
Workload
Autonomy
Pay/pay equity
Skill utilization
Participation
Job future
Repetitive work
Resource adequacy
Reward/recognition
Skill utilization
Supervisory behavior
Coworker relations
Promotions
Variety
Occupation
Job tenure
Training
Layoffs
Teamwork
Role clarity
Role conflict
Staffing
Safety & health
Other
Culture/climate
Safety climate
Discrimination
Harassment
Respect
Trust
Mgt. relationship
Health Outcomes
Physical health
Mental health
Injuries
Other Outcomes
Performance
Satisfaction
Intent to leave
Job commitment
Hours of work
Work at home
Overtime
Flexibility
Work/family
Supervision
Benefits
Union
================================================== ===
How is Quality of Work Life measured?
An annual employee survey provides a snapshot of employee views about the quality of their work life and helps to surface employee issues that require attention. Survey results are shared with employees / Management and Union.
================================================== =====
Work/Life Preference Checklist
Work/Life Preference
Work Environment
Growing/Successful
Ethical
Family‑oriented
Good Benefits
Pays Well/Fairly L/
Physically Clean/Safe
Open/Participative
Rewards Risk/Innovation
Access to Recreation
Adequate Parking
Advancement Opportunity
Entrepreneurial
Strong Leadership
Clear Mission
Team Spirit/Morale
Training Available
‑ Caring Management
‑ Gives Recognition
‑ Physically Attractive
‑ Quiet
‑ Efficient
‑ Large Organization
Equal Opportunity
‑ Time Flexibility
‑ Faster Pace
‑ Slower Pace
‑ Private Office
‑ Stability
‑ Gives Feedback
‑ Child Care
‑ Shows Respect
‑ Professional
Dress Code
Resources Available
Other/Comments
The Work Itself
Utilizes Abilities
High Visibility
High Structure
Loose Structure
Emphasis on Doing
Emphasis on Managing
Emphasis on Thinking
Emphasis on Quality
Emphasis on Quantity
Involves Travel
No Travel
Meaningful Outcome
Work with People
Work with Data/Ideas
Work with Physical Things
Regular Hours
irregular Hours
Other/Comments
Safety/Security
International
‑ More Management Contact
‑ More Contact with Peers
‑ Theoretical
‑ Line Job
‑ Competency Valued
‑ Precision Required
‑ Expertise Valued
‑ Task Variety
‑ Work Alone
Work in Groups
‑ Headquarters Job
‑ Field/Plant Job
‑ Generalist Role
‑ Specialist Role
‑ Reliability Valued
Staff Job
Results and Rewards of the Work (Motivations)
To advance or be promoted
To gain control or authority
To realize a vision
To achieve measurable results
To make specific
improvements
To master a craft or process
To gain recognition
To gain and impart expertise
To pioneer or discover
‑ To earn financial payoffs
‑ To create a product or process
To build an enterprise
‑ To have an impact
‑ To be a change agent
‑ To compete and win
‑ To achieve distinction
‑ To exploit hidden
opportunities
‑ To achieve elite status
‑ To respond to a challenge
‑ To meet high expectations
‑ Other/Comments
To overcome adversity
To contribute to society
Lifestyle and Personal Values
‑ Live an Honest Life
‑ Have Leisure Time
‑ Live a Spiritual Life
‑ Be Financially Secure
‑ Take Care of Family
‑ Enjoy Vacations/Travel
‑ Community Involvement
‑ Have Respect of Others
‑ Have Balance and Harmony
Other/Comments
‑ Retire Comfortably
‑ Live in Beautiful Setting
‑ Have Many Friends
‑ Be a Good Parent
‑ Live a Healthy life
‑ live Where I Want
‑ Loving Relationship
‑ Own Material Goods
‑ Help Less Fortunate
================================================== =========
regards
LEO LINGHAM
From India, Mumbai
LOLA,
YOUR THIRD QUESTION.
3. career and what can motivate people to accept a particular job
*CHOICE OF CAREER is one of the motivating factors , others being
-corporate image
-corporate prestige
-comfort
-accessibility
-privacy
-flexibility
-physical environment
-pay packages
-incentive plans
-benefits plans
-loyalty programs
-promotion opportunities
-growth opportunities
-learning/development opportunities
-sound succession planning
-long term strategic plans
etc etc
REGARDS
LEO LINGHAM
From India, Mumbai
YOUR THIRD QUESTION.
3. career and what can motivate people to accept a particular job
*CHOICE OF CAREER is one of the motivating factors , others being
-corporate image
-corporate prestige
-comfort
-accessibility
-privacy
-flexibility
-physical environment
-pay packages
-incentive plans
-benefits plans
-loyalty programs
-promotion opportunities
-growth opportunities
-learning/development opportunities
-sound succession planning
-long term strategic plans
etc etc
REGARDS
LEO LINGHAM
From India, Mumbai
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