Article Abstract:
Employees who think of themselves as imposters (people whose self-perceptions are discreditable) can adversely affect corporations for which they work. Imposters are likely to procrastinate, rather than perform their responsibilities; imposters will avoid taking risks, which will reduce managerial innovation; and self-doubting imposters will intentionally or unconsciously hold themselves back from achieving their potential. Five symptoms of imposter personalities are: withholding information or impressions during business meetings, delaying tactics when asked to perform, difficulty handling personal errors and criticism, and self-deprecatory comments. Methods for managing imposters include: defining job requirements and discussing with the imposter the ways in which he or she meet these requirements, praising good performance, discussing the benefit of mistakes, and encouraging risk-taking.
User Contributions:
Comment about this article or add new information about this topic:
Article Abstract:
Three types of tools can be used to enhance hourly employee motivation: (1) financial and benefits compensation, (2) ego needs, and (3) lifestyle support. Rewards can be offered either on an individual or team basis for quality and production achievements, cost-savings, income-producing suggestions, and low absenteeism. Employee ego needs can be supported through mechanisms such as suggestion systems, access to management, vehicles to discuss problems, work groups, brainstorming sessions, information-sharing, commendation and appreciation letters, and democratic access to employer facilities. Lifestyle needs support may include: flexible scheduling of hours, advance notice of overtime needs, advanced vacation approval, relaxed dress codes, provision of adequate break periods and amenities, and opportunities to socialize.
User Contributions:
Comment about this article or add new information about this topic:
Article Abstract:
Six characteristics common to workers who consistently perform above average have been identified by the author of "Peak Performers: The New Heroes of American Business", Charles A. Garfield. He believes that peak performers: (1) have a sense of mission, knowing where they want to go and what they want to achieve, (2) are results-oriented, (3) are self-starters or self-managers, (4) help to build teams and enjoy teamwork, (5) make or adjust to changes easily, and (6) are adept at change management. To develop a departmental group of peak performers, supervisors should set an example of peak performance, require above-average performance from their subordinates, and encourage excellence.
User Contributions:
Comment about this article or add new information about this topic: