Ldr 531 Week 2
A positive influence plan is a valuable asset for a manager to possess to be able to properly evaluate his or her employees. By simply holding team building exercises, handing out achievements for well-done jobs, employee satisfaction surveys, and employee reviews companies can add this information to their influence plans. The plan assists lower-level and senior-level management to increase the morale, motivation, performance and satisfaction of a company's employees. These three factors along with a high morale are direct representations of a well-done influence plan, and all go to the benefit of not just the company but also to the employees. Motivations by definition are “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” (Robbins & Judge, 2007, p. 186). Without motivation, employees will simply lose interest in their duties and job performance will be severely lacking. Performance is the “accomplishment of a given task measured against preset standards of accuracy, completeness, cost, and speed” (Business Dictionary, 2010, p. 1). For an employee to maintain his or her sense of motivation and keep job performance at a high-level, job satisfaction must stem from the workplace. Satisfaction is “contentment (or lack of it) arising out of interplay of employee's positive and negative feelings toward his or her work” (Business Dictionary, 2010, p. 1).
Attitude Influence
Attitudes in the workplace can range from tame to violent at times. Managers have an obligation to other employees and to the company to keep these attitudes in line with the company's wishes and should make changes accordingly to circumvent these issues from arising again at a later date. In a study conducted by David Maister, 5600 people were asked, “can employee attitudes be shown to be measurably correlated with financial success? The answer, as my study shows, is an unequivocal “Yes”!” (Maister, 2001, p. 1).
Attitude Influence
Attitudes in the workplace can range from tame to violent at times. Managers have an obligation to other employees and to the company to keep these attitudes in line with the company's wishes and should make changes accordingly to circumvent these issues from arising again at a later date. In a study conducted by David Maister, 5600 people were asked, “can employee attitudes be shown to be measurably correlated with financial success? The answer, as my study shows, is an unequivocal “Yes”!” (Maister, 2001, p. 1).