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Article analysis session #25

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team work- management and leadership

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Article analysis session #25

  1. 1. Article Analysis: “Reward Employees for Team Work” By Joanna L. Krotz Presented by: MARIA AFZAL
  2. 2. Table of contents Content Slide No. Part (i) Summary 1-2 Part (ii) Agreement or Disagreement 3 Part (iii) Another title 4 Part (iv) 5Ws & 1H 5-9
  3. 3. Part (I) - Summary • The team work rewards for employees has been discussed in this article by Joanna L. Krotz . • Giving reward which helps the employees to stay motivated and retain them to their specific organization • In a book ‘’Less Is More’’ , it is mentioned about the companies like Ikea, European Air , they make up teams for the work and pay them a good amount of money despite of giving only to the the Star performance , lone wolf or even to the CEO as well. • Another main thing mentioned here is about the companies that they do not leave hands of their employees in their hard times, in fact they pull together to make them cope and compete in the market. …continued 1
  4. 4. Part (I) - Summary • A steel company Nucor which pays only $20000 to each workers and at an average, they pay about $80000 to the team of 6 to 12 workers which meets the target. The bonuses are equally divided and distributed, so everything here is depending upon the production of steel produced most by the teams. • In 2002-2003 survey of a company budget salaries, the result is dragged that only 30% of the companies used the team or group award system while 65% of businesses have variable pay policies, so if one wants to build teams, they have to construct a reward system which is beneficial for the whole system • In the end there are the 4 key steps mentioned for the managers to make their team potential a very strong base. Interaction , giving them your experience and sharing it , keeping a progress and track record of the employees by getting customer and employee feedback, make each worker belief that there is a direct path between his or her effort and the impact on the profit as well. 2
  5. 5. Part (II) – Agree or Disagree 1) ‘’Each worker must see a direct path between his or her effort and the impact on profit.’’ Agree : Each worker must see a direct path as if this will not happen, the team will not be able to produce a good outcome which will effect the team as a whole and the efforts involved of every team mate will be all drained out only because of a single individual in the team 2) ‘’ If you want to build teams, you need to work at restructuring your reward systems. ‘’ Disagree : Building teams not only means you just have to work on restructuring the reward system, the main thing for building up the teams is first to produce a sense of unity and satisfaction among the team members. One Conflict between the team will effect the profit and outcome in a negative way. 3) ‘’ Get customer and employee feedback to test how it's going and to tap staff anxiety or buy-in.’’ Agree : Keeping a track record of the employee is obviously a most important thing, getting a feedback is necessary on a daily basis , if one employee is not so effective in a team , he can be put into different team, not to devalue that employee but to use his or her potential to the maximum. 3
  6. 6. Part (III) – Suggesting Title Perks of Joint Operations 4
  7. 7. Part (IV) – 5Ws & 1H Q)Have you ever had an experience Where there were issues or strong disagreement among the team members? Ans: There will always be disagreements when working in teams. Regardless of what team members disagree about, each individual is responsible to execute their duties, and project goals must be achieved. Employers recruit employees who can compromise and solve problems. 5
  8. 8. Part (IV) – 5Ws & 1H Q) Tell us about your experience working with peers. When and How did it go? Have you ever faced difficulties and disagreements? Ans: Team members often feud even though they're required to act professionally and work together. I, myself have worked earlier back in 2015 with An Event Management Company. Some team members have professional disagreements, while others have conflicting personalities. If you've feuded with a colleague in the past, whether professionally or personally, be honest with the interviewer and explain in detail the situation. 6
  9. 9. Part (IV) – 5Ws & 1H Q) Why People Leave Their Jobs? Ans: They feel they do not make a difference. o They do not get proper recognition. o They are not learning anything new or growing as a person. o They do not like their coworkers. o They want to earn more money 7
  10. 10. Part (IV) – 5Ws & 1H Q) What about non-monetary rewards through recognition? Ans: It is possible - and often desirable - to reward cross-functional teams for an unplanned or extraordinary effort. There are three dimensions in recognizing performance to be considered. The first dimension concerns where the recognition comes from. For instance, some people appreciate recognition from a senior person within the organization, while others value acknowledgement by colleagues and fellow team members. Second, should the recognition be public or private. And third, is the recognition intrinsic or extrinsic? Extrinsic rewards are positively valued work outcomes that the team receives some other person in the work setting. Intrinsic rewards are positively valued work outcomes that the team receives directly, such as the opportunity to take on a challenging assignment. 8
  11. 11. Part (IV) – 5Ws & 1H Q) How Can Teamwork be Rewarded? Ans: Monetary rewards There are several issues that need to be considered when implementing gain sharing reward structures. Gain sharing programs allow team members to 'share the gains' of efforts made by a particular team. For gain sharing to be effective, rewards must be directly related to team performance so that, if team succeeds all members will be rewarded for their contribution. 9