advance competency assessment

8/11/2019 Advance Competency Assessment

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Best Practices Guidelines- Behavioral Event Interviews

o Clearer understanding of what differentiates superior from average

performers

o Higher degree of confidence of the validity of the competency profile

o Provision of role specific role specific situation data which can offer real

insight into challenges the jobholder faces

Factors by Stakeholders- Line Managers

o Understand the competency framework and the central role it plays in the

plays in the people management process and skilled in talking about job

requirements in competency terms

o Able to utilize competencies as the link between individual skills/

knowledge/behavior and business goals

o Able to use competencies to define development needs and consequently

appropriate development plans

o

Able to apply competencies for performance evaluation Types of Interview

o Directive Interview

asks for specific information. The interviewer here uses a form to

record the answers to specific questions about the background of

the applicant.

o Non-directive Interview

Non directive questions are broad, open-ended and require a

narrative answer.

o Group Interview

The group interview is still another method used by somecompanies. This interview is conducted by a panel of committee of

three or five interviews sitting as a panel.

o Team Method

In this method of interview, a team of three interviewers may

interview an applicant separately and then compare note

afterwards.

Middle range planning involves the setting up of organizational goals and

objectives within a 2 to 5 year period. These usually target in sales, volume of

production and the like.

The Five Steps to Human Resource Planning

1. Determining the workload inputs based on the corporate goals and

objectives

2. Studying the jobs in the company and writing in the job description and

job specifications.

3. Forecasting of manpower needs, determination of the number and

skills of people require for work.

4. Inventory of manpower- an analysis of the present manpower

compliment of the company to determine whether it has enough or less

or more personnel5. Improvement plans- determination of the appropriate steps to

implement the human resource plan in order to ensure that the

company has the right number and right quality of people, properly

assigned to jobs for which they are most useful.

The five essential steps are discussed briefly below:

1. Determining the workload - the first step in the process of human

resource planning is to determine the business objectives of the

company and analyze their impact on each departments operational

responsibility.


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2. Study of jobs in the company (job description and job specifications)

3. Forecasting human resource needs- Forecasting manpower needs

comes next after determining the work input, and is known as the

panned and logical method of determining, both quantitatively and

qualitatively.

4. Inventory of manpower- the fourth step in the planning process is the

inventory of available current manpower.

5. Improvement Planthe fifth key element of human resource planning

is to tailor, the implementation and improvement plans to meet the

objectives of the corporation or department.

Importance of a Well- Organized Selection Program

o The main objective of good employee selection is to acquire people who

possess the ability and competence to accomplish successfully the duties

and responsibilities not only of the job to be filled but also of the patient to

grow with the company.o The success of any enterprise, large or small, chiefly depends on the

ability and efficiency of the persons in it rolls.

o People are hired to do jobs to attain the objectives of the enterprise.

o People with specialized knowledge and skills are needed to render

services.

Elements of a Good Recruitment and Selection Program

o The objective of employee selection is to hire the best qualified candidate

or employee available for the position to be filled.

o Related to employee selection and appraisal is the companys policy of

promoting employees from within. The ties in with the point mentionedabout the desirability of selecting employees who have the potential for

growth and development.

o In selecting employees, the company may not always be right. From time

to timw, a person may be placed in a job not exactly suited to his

qualifications or be given responsibilities that he is not prepared to handle.

Factors that Make a Good employee

o A job applicant may be motivated by the considerations other than income

alone. Such factors, as opportunities for demonstrating ones stability,

security on the job, the chances for advancement and professional growth,

and desirable working conditions, may mean more to a man in deciding

whether or not to take the job than the wages he may receive.

Reasons for Proper selection of Employees

o The company objectives are better achieved by workers who have been

properly selected

o An incompetent worker is a liability to the company

o Personnel requirement vary from job to job

o People have varying degree of intelligence, aptitudes and abilities.

o Labor laws protect employees, making it difficult to fire incompetent and

problem employeeso Individuals have different interests, goals and achievements in life.

o Careless hiring is costly and can cause problems to the company,

especially to the supervisors and managers who have to deal with the

workers.

The rights of labor as provided in the Philippine Constitutions as well as in the

Labor Code may be summarized as follows:

o Right to protection by the States

o Right to full employment

o Right to equal work opportunities, regardless of sex, race or creed

o Right to self-organization and peaceful concerned activities


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o Right to collective bargaining and negotiations

o Right to security of tenure

o Right to just and humane conditions of work

o Right to a living wage

o Right to participate in policy and decision- making processes affecting

their rights and welfare

o Right to compusalry arbitration as may be provided by law

Installing a Program for Recruitment, Selection and Hiring

1. Recognition of the Need by Management

a. In developing a program for recruitment, selection and hiring of

employees, the first consideration is the recognition by

management of the needs for sound policies and procedures on

recruitment, selection and hiring of desirable employees for the

organization.

2. Selling the Programa. The program must be sold to all executives and supervisors to

obtain their wholehearted cooperation to make it work.

3. Communication the Program

a. Management should define its overall objective and establish

the necessary policies and procedures of the program.

4. Responsibility for Recruitment, selection and Hiring

a. It must be emphasized that employee selection is a joint

responsibility of the personnel manager and the line managers

and therefore they must cooperate with one anothers.

5. Forms and Recordsa. The various forms needed for the effective implementation of

the program must be designed that the records and appropriate

record system set ups.

6. Labor Code of the Philippines

a. The policies and procedures of the company on employment

should also take into consideration the Government Rules and

Regulations on this matter more particularly those provided in

the Labor code and its implementing Rules and Regulations

7. Selection of Employees from Within or Outside the Company

a. This also involves the company policy on transfers and

promotions of employees to fill in vacancies.

8. Job analysis; Job Description and Specifications

9. Employment Test and Interview

a. This would cover tests for applicants for certain types of jobs

and should indicate who would conduct the tests, how the tests

would be given and who would interview the applicant

10. Checking of References, Police Records and Clerances

11. Prior Registration with the Social Security System for SSS Number,

Medicare12. Physical Examinations

13. Introduction, including and orienting the new employee to his job and

the company

14. Probationary period of new employee

a. This refers to the company policy on the length of probationary

period and related conditions. The labor code provides for a

maximum of six months probationary period.


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Procedures in Recruitment, Selection and Hiring

o Step 1: Studying the different jobs in the company and writing the Job

description and Specification

The first requirement of the selection process is knowing what kind

of a man the job needs. This requires the knowledge of a. the exact

nature of the job to be filled; b. its duties and responsibilities c. the

steps taken to perform those duties and responsibilities. D. the

tools and equipment used e. the working conditions under which

the specific job if performed f. the amount of authority delegated to

the job as education, skills and physical demands.

Jobs description: tells what is done on the job, how it is done, why it

is done, the skills involved and the tools and equipment used in

doing it.

Job specification: is likewise necessary to know the specific

qualifications required of the man who is to do it.o Step 2: Requisition for New Employee:

To inform the employment office about the existence of a vacancy

to be filled, the line supervisor of the department head concerned

should be accomplish, a formal requisition form indicating the facts

and information about the vacancy to be filled, such as date when

the new employee will be needed, his rate of pay, the required

qualifications of the employee and etc.

o Step 3: Recruiting Qualified Applicants:

Recruitment is process by which prospective applicants are

induced to apply to the company in order that their qualifications forpresent and anticipated vacancies can be evaluated through sound

screening and selection procedures.

o Step 4: Reception of Appraisal:

Not all applicants are allowed to go through the entire process of

selection. Some of them are eliminated by means of the preliminary

screening or sight screening.

o Step 5: application Form:

Screening is the process by which the applicants are classified

under two categories: those to be given examinations and further

interviews and those who should not be considered at all.

o Step 6: Testing:

The employment officer gives over the application form. On the

basis of the information contains and from the impression the

officer gathered at the preliminary interview.

Tests are needed to discover mental ability, aptitude, proficiencies,

potential ability, skills, and knowledge of an applicant. They can

predict failure better than success because the job depends not

only on the applicants specific attitudes, skills and abilities but also

on such other factors as motivation and incentives, personalproblems, working conditions, and the like which may not be

measured through tests and interviews.

Psychological tests should not be used as the only basis for

employee selection because they have their own limitations.

o Step 7: Checking the applicants work experiences, school records and

personal reference:

The application forms of those who pass the examination are

separated and the information in them checked for veracity.


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o Step 8: Interview:

The purpose of interview are a. to find out how well qualified the

applicant is for vacancy b: to give the information he needs in order

to decide whether or not he will take the job if offered to him

o Step 9: Matching the applicant with the job

This step involves the matching of the qualifications of all the

applicants against the requirements of the job as in the job

description and job specifications.

o Step 10: Final selection by immediate supervisor or Department Head

This job is a joint responsibility of the personnel manager and the

line manager. The line manager, being responsible for the success

of his department should be given a free hand in the selection of

the man assigned in the department.

o Step 11: Physical and Medical Examination:

The selected applicants are required to pass a physical and

medical examination. In small companies the applicant may be

reffered to a company physician or a medical consultant for the

medical and physical check-up.

o Step 12: Hiring:

The condition employing a person whether probationary,

temporary, contractual etc.

Final evaluation of the applicant:

After completing the interview, tests and other fact-finding

procedures, the employment officer makes his final evaluation of

the applicant, the total man who will work for the company. Categories of employees:

o Regular employees:

a regular employee or worker is a person having passed through a

probationary period of employment, is placed on the regular rolls of

the company or one who is assigned to perform work directly to his

job description.

o Probationary Employee:

A probationary employee or worker is person hired to occupy a

permanent or regular position in the company for a specified trial

period to improve if he is acceptable for the job.

o Temporary employee:

A temporary employee is a person hired to perform work in a

specific project job, or period upon completion of which the workers

employment is terminated.

o Contractual employee:

A contractual employee is one hired on an individual employment

contract or basis to perform a work on specific project.

o Casual employee:

By connotation, a casual worker is one who is hired for only a fewdays or few months at a time to perform a unit of work to fill the gap

in the absence of another.


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Psychological Tests and Management Assessment

Definitions:

o

Test is a systematic procedure for gathering data for the purpose ofmaking intra or inter- individual comparison. It is a sample of behavior.

o Test is a group of questions or tasks to which a student is to respond.

o Is a technique for measuring objectively an individuals personal

characteristics, potentialities, or accomplishments especially by

comparing his behavior with others on whom the particular technique is

said to have been standardized.

Purposes:

o Prediction: tests are given to obtain a measure of ability, achievement,

and or other characteristics that will offer a solid basis on which

individuals can make decisions.o Selection: tests are used by institutions and industry to accept one

individuals and reject others.

o Classification: is an arrangement according to some systematic

division into classes or groups.

o Evaluation: tests are used to assess and evaluate program, methods,

treatments and the like.

o guidance: to help analyze personality profile. Help analyze an

individual.

Advantages of tets:

o The most reliable and accurate means of selecting candidates

o Most objective way of assessing an individual.

Disadvantages of tests:

o May accurately predict an applicants ability to perform the job, but they

are less successful in indicating the extent to which the individual will

want to perform.

o A potential problem of applicants honesty.

o Problem of anxiety

Authorized Causes for Termination

o

Installation of Labor Saving Devices Management is authorized by law to introduce labor saving

devices in order to mechanize or modernize his business with a

view to effect efficiency and economy in the methods of

production.

o Redundancy: exist where the service of an employee are in excess of

what is demanded by the actual requirements of the establishment/

enterprise, which may be due to some factors.

o Retirement: to avoid or minimize losses is recognized by law.

Serious Misconduct:

o It is the improper or wrong conduct; transgression of some establishedand definite rule of action, a forbidden act, a dereliction of duty, willful

in character, and implies wrongful intent and not mere error in

judgement.

o The misconduct to be serious must be of such a grave and aggrevated

character and not merely trivial or unimportant.

Willful Disobedience:

o Willfulness characterized by a wrong and perverse mental attitude

rendering the employees act inconsistent with proper insubordination.

Neglect of Duties:


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o The neglect of duty must not only be gross but also habitual- not single

or isolated, acts of negligence.

o Gross negligence has been defined as the want of any slight care or

the utter disregard of consequesnces.

Dishonesty, loss of confidence:

o Fraud has been defined as any act, omission or concealment which

involves a breach of legal duty, trust or confidence justly reposed and

is injurious to another.

Analogous Cases:

o The determination of whether the cause for terminating employment is

analogous to any of those enumerated in Art. 282 of the Code will

depend on the circumstances of each case.

o To be considered as analogous to the just causes enumerated, a

cause must be due to the voluntary and/ or willful act or omission of the

employee.

Retirement:

-To give up active participation in a business or other occupation especially

because of advance age.

Requisites to a Rewarding Retirement

Stage I: Pre-retirement

o Pre-retirement covers life from about ages 40-60 a time to take stack of

yourself and what you can prepare for a long life. This applies to uswhether or not we will retire from paid employment.

Stage II: Decision Time

o Rehearse for retirement: Plan what youd like to do with free time and try it

out on weekends and vacations. Gradually reduce your work hours of

responsibilities.

Stage III: Retirement:

o Sometimes circumstances take retirement out of control. Even the best

planned retirement can have emotional bumps. Dr. Richardson found out

that feelings of loss, the blues, restlessness, anxiety, mild depression or

preoccupation with the past are normal for many people during the first sixmonths.

Professional Success Through Motivation

One of the goal of management is to motivate staff to work for the hospital goals

and objectives. But in order to understand motivation, administrators must

consider the needs of staff members, what they want and expect from their job.

Researchers have proven that the best way to motivate a person, is to show him

that you are conscious of his needs, ambitions and fears, and recognize him as

an individual.

Health care professionals have an important role in rendering care to patients. It

is believed that if the health care provider is to remain in the hospital as an

efficient and effective health worker, he/she must experience some kind of

satisfaction in his/her work. The nature of their work in the hospital requires equal

amount of dedication and commitment, and this can be expended by someone

who is equally motivated and self directed.


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Labor Relation

Major Components and Definitions:

Labor relations: relations between the workers and management

Unionization: organizations of workers

Collective bargaining: organization of workers to bargain for working conditions

Unionization:

1. Organizing Phase:

a. Establish internal contacts.

b. Knowledgeable about related law

c. Identify frustration level/ extent of employment problem

d. Assess interest in unionizatione. Commitment

f. Informational meetings

g. Coordination efforts, development of unity

h. Education about collective bargaining

i. Participation

2. Recognition Phase:

a. Organizers must get at least 20% to be represented to sign individual

authorization cards before the labor organization can act on behalf of the

group.

b. Recognition by employer (good faith doubt)

c. Petition for election 50% of potential members

d. Preliminary hearing before election is scheduled.

e. Election: during working hours on the employers premises about a month

after hearing.

Labor Law:

1. 1935 NLRA- National Labor Relations Act. Or Wagner Act:

a. Prevented some employers from cutting wages

b. Employers could not legally fire employees who sought unionization.NLRA created NLR Board:

c. To investigate and initiate administrative proceedings against

employers who violated a law that listed employer violations only.

2. Taft- Hartley Act or Labor Management Relation Act:

a. Listed union restrictions to restore equality between employers and

employees

b. Non profit health care institutions: exempted

c. Union developed public reltions problems when some of them went on

strike during war/ union blamed for postwar inflation.

3. Landrum- Greffin Act or Labor-Management Reporting and Disclosure Act

1959

a. Safeguard against corrupt financial and election procedures used by

some unions:

i. Post NLRB election notices starting the time, date and place of

election

ii. No electioneering around the polling place.

4. Public Law 93-360 in 1974, the Non profit Health Care Amendments to Taft-

Hartley Act.

a. Collective bargaining rights to private sector employees


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b. Notification procedures that must precede a strike/ ensured employees

of the right to join, or refrain from joining a union.

Decertification:

When employee no longer want to be represented by their present uniono 90 days period before expiration of contract

o Pre-election hearing

o Better off without a union

Nurse Managers Role in Collective Bargaining

o Management Skills

o Motivational Techniques

o Listen carefully to staff concerns and represent staff associates wishes to

stop management

o Nurse administrators need to know about labor relations.

Key Terms Used in Collective Bargaining

Agency shop:

a business where nonmembers are required to join to union as a

condition of employment

Arbitration:

procedures for using the services of a third party to settle labor disputes

Arbitrator:

the person chosen by agreement of both parties to decide the dispute

between them Authorization cards:

cards the employees sign to authorize representation by a specific union.

Bargaining agent:

a person or group accepted by an employer and chosen by members of

the bargaining unit to represent them in collective bargaining.

Bargaining unit:

an employee group that the state or National labor Relations Board

recognizes as an appropriate division for collective bargaining.

Certification:

the official recognition by a labor organization as the exclusive bargainingagent for employees of a specific bargaining unit.

Contract violation:

acts that break the terms of contract.

Collective Bargaining

o A legal process used by organized employees to negotiate with an

employer about wages and related concerns resulting in an employment

contract.

Deadlock:

o A stall in negotiations when neither party is willing to compromise about an

issue.

Decertification:

o The withdrawal of official recognition of a union as the exclusive

bargaining unit.

Grievance:

o Any complaint by an employer or union concerning an aspect of

employment.

Grievance procedures:

o Steps both sides have agreed to follow to settle disputes.

Meditation:


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o A process for settling labor disputes where a mediator helps the parties to

reach their own agreements.

Open shop:

o A business where employees are not required to belong to the bargaining

unit.

Job Design

The act of specifying the content and methods of jobs

The goal is to create a work system that is productive and efficient, taking into

consideration the costs and benefits of alternatives for the organization and the

workers.

Job designers are concerned with who will do a job and how the job be done and

where the job will be done. Successful designs must be:

o Carried out by experienced personnel who have the necessary training

and background

o Consistent with the goals of the organization

o In written form

o Understood and agreed by both management and employees.

Changing nature of jobs and job design

o Scientific Management:

Principles of scientific management was developed by F.W. Taylor

in 1880s and 1890s by breaking down jobs into elementalactivities and simplifying job design to the extent that a very limited

skills were required to learn a job, thus minimizing the time required

for learning.

o The assembly line

The adoption of assembly line production meshed with the

principles of scientific management between 1909 and 1929.

o Limitations and Failures of Traditional job Design Approaches

Task specialization have advantages like high output, low cost and

minimal training but it also resulted a lot of disadvantages,

boredom, lack of motivation, and mental fatigue.

o Behavioral Influence/Approaches to Job Design

Due to workers dissatisfaction, the behavioral approaches began in

1960s and early 1970.

Contemporary Trends in Job Design

The major trends in work and job design come from the Japanese. It

emphasize the Japanese approach to job design because that is were.

1. Job and task Flexibility:

a. Japanese train workers to do a variety of jobs and tasks because

Japanese management had greater flexibility in labor deployment thanUS counterparts.

2. Quality Improvement Responsibility

a. In the traditional US approach, quality management responsibility,

whereas Japanese approach says quality is the responsibility of the

worker.

3. Increased Skill and Ability Levels:

a. Extensive job training and job rotation are the characteristics of

Japanese system once worker joins a Japanese comp.

4. Employee Involvement:


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a. It is a key feature of Japanese production systems, involvement is

realized through groups or teams.

5. Evaluation and Reward:

a. Job security is a key factor in Japanese reward system.

6. Worker compensation:

a. The 2 basic forms of worker payment are both tied in time are:

i. Hourly wage; the longer someone works, the more they will be

paid

ii. Individual incentive or piece rate wage workers are paid

according to the number of units or output they produce.

7. Technology and Automation

a. The worker-machine interface is the most crucial aspect of the job

design because technology has broadened the scope of job design

and heightened the need for workers with better skills and abilities and

more job training due to the rapid development of new technologied8. Job satisfaction:

a. Workers take greater pride in their jobs and have a contribution to the

success of the organization.

9. U.S. adaptation of trends in job design

a. U.S companies adopted the Japanese management principles.

Job Analysis

Is a study of what is required to do a job satisfactorily, and the work methods how

the job is done. It determines what major work-connected behavior and traits,

responsibilities, capabilities, experiences and the like are needed to perform a

job.

It helps to find out what the job entails and what kind of people could do the job.

Tools of Method Analysis on how the Job or Work processes are Done:

1. Process Flowchart:

a. Is a graph of the steps of a job. This is used to review and critically

examine the overall sequence of an operation by focusing on the

movements of the operator or the flow of materials.

2. Worker-machine Chart:a. Determines if worker and machine time are used efficiently.

Work Measurement

Is concerned with determining the length of time is should take to do a job.

The unit of measure in work measurement is the estimation of time required to do

a job.

The standard time is the time required by an average worker to perform a job.

Work measurement and time study was introduced by Taylor in order to develop

an equitable piece-rate wage system based on fair standard job times.

Forecasting

A prediction of what will occur in the future

In management these forecast methods are sometimes used:

o Qualitative forecasting method: based on their judgment, opinions, past

experience, expert opinion, or make guesses to make forecast.

o Quantitative forecasting method: used in aiding management in making

planning decisions.

Forecasting and Quality Management


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o Forecast or product demand are a vital necessity for almost all aspects of

operational planning while total quality management (TQM) is more

imprint in providing good-quality product and quality customer service.

Components of Forecasting Demand

1. Time Frame:

a. Indicates how far into the future one is forecasing

Classifications:

Short range forecast:

o Is one encompassing the immediate future.

o Concerned with the daily operations of a company, dictated by daily

or weekly demand.`

Medium Range-range forecast:

o Covered from 1-2 months up to 2yrs. Forecast of length is used to

developed an annual production plan or annual budget ordevelopment of a project or program

Long range forecast:

o Encompasses a period of time longer than 2 yrs. Used by

management for strategic planning for new products for changing

markets entry into new markets etc. in general, the future

management seeks to predict, the more difficult forecasting

becomes.

2. Demand behavior:

a. The demand sometimes performs in random, irregular fashion, with no

apparent patterns.

3. Forecasting method

a. Time series method:

i. Are statistical techniques that use historical demand data to

predict future demand. Often used for short and medium range

forecast.

b. Causal forecasting Method

i. Attempt to develop a mathematical relationship between

demand and to other factors that cause demand behavior

c. Qualitative methodsi. Based on managerial judgment, expertise, and opinions to

make forecast. Frequently used for medium and long range

forecasting.

Steps of Forecasting Process:

1. Identify the purpose of forecast

2. Collect historical data

3. Plot data and identify problems

4. Select a forecast model that seems appropriate for data

5. Develop/ compute forecast for period of historical data

6. Check forecast accuracy with one or more measures7. Is accuracy of forecast acceptable

8. If yes, forecast over planning horizon. If no, select new forecast

model or adjust parameters of existing model

9. Adjust forecast based on additional qualitative info. And insight

10. Monitor results and measure forecast accuracy.

Qualitative Methods

1. In house Forecasting

a. The management, marketing and purchasing and engineering are

sources for internal qualitative forecast because they are generally


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most familiar with their own capablilities and resources and the market

for their products.

2. Consumer Reserch

a. Consumer or market or research is an organized approach using

surveys to determine what products and services customers want and

will be done through mailings, contacts, or interviews.

3. The Delphi Method

a. Is a procedure for acquiring informed judgments/ opinions from

knowledgeable individuals using a series of quationnaires in order to

develop a consensus forecast about what will occur in the future.

4. Forecasting Industry

a. Another new consulting firms that specialize in forecasting demands

assist companies in determining what new products and should be

introduced to the market and the demand that will result.

Managing People as People

The critical role of people in corporations

o People indeed can make a business enterprise to prosper or flounder].

Sophisticated techniques processes or systems cannot by themselves

produce a high quality products of services.

o People are indispensible both in conceptualizing such works of wizardry

and in implementing them.

Refocusing on people as a Pivotal resource:

o The tragic part of it all is that during the past one hundred years or so,

people have been over managed but underled, as Warren Bennis, the

American leadership guru, would put it.

o Focusing on people as a strategic pivotal resource owes its early

beginnings to the combined research project of Harvard Elton Mayo and

Fritz Roethlisberger in the much celebrated Hawthrone Experiments.

Modules in Treating People

Module 1: Treat People with Dignity and Respect

o Rating/categorization Exercises

Reflect even for a moment how to rate or categorize people aroundyou in the most fundamental way in terms of their individual worth

or value and the corresponding dignity and respect a person with

such worth value deserves.

Module II: Expect Excellent Performance from People

o Self-Fullfiling Prophecy or Pygmalion Effect

The selffulfilling prophecy as a concept must have originated from

Greek Mythology.

In the history of interpersonal relations, the self-fulfilling prophecy or

Pygmalion effect is one of the most powerful form its ever

formulated. It was first prescribed as scientific idea by Robert K.

Module III: Decision Making Points

o Before you actually begin to rank your candidates, you should determine

the decision making options you will be using.these are:

A. Unanimous decision

Best used for a critical or high profile position. If many

people will have to work with a new employee should try for

a unanimous decision

B. majority decision

Best used for most jobs


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C. input- only decision

Best used if manager or main interviewer understands the

position well, or if position involves contact with others.]

o Module IV: Be sensitive to your peoples feelings, moods and emotions

Employee morale: a factor in corporate success

High morale: high job satisfaction

Laying the groundwork for motivation

Developing a morale sensitivity

Understanding and adapting to change

Supporting notes and/or research data

o Module V: be open to your peoples thoughts, ideas and suggestions

The motivation appeal of open mindedness:

Paying attention and giving consideration to thoughts and

ideas of people you manage seem to be a little off

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advance competency assessment

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