Employee recording software helps a company with payroll. You can use employee recording software to help facilitate the needs of your business and make it more profitable and save money when compiling payroll information.
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Employee motivation can be an easy task especially when the team leader demonstrates the appropriate disciplines. The simple disciplines encourage employee motivation to happen naturally. The wonders of “monkey see, monkey do” approach.
Motivation, whether it is self motivation or employee motivation, is the trigger to act. The factors involved to personally motivate and to inspire are not necessarily the factors that motivate all individuals or that lead to overall employee motivation.
No one can conjure up the means to motivate you, only you can discover the best methods in which to motivate yourself. Employee motivation comes from within the individual.
A good and well equipped team leader will demonstrate the appropriate behaviours and create an environment that accentuates employee motivation.
There are two types of self or employee motivation: External and Internal
External employee motivation comes from awards, bonuses, titles, promotions, money, etc. These are motivators commonly referred to as the hygiene factors. Unfortunately these external motivators do not last and are not a good source for employee motivation.
Let’s pretend we are a team and we had a great year. We decide to give everyone a $5,000 bonus. Everyone is happy and employee motivation is at an all time high.
A year goes by and the organization did not have such a great year and may be considering laying off some team members. Compared to the previous year, what will the employees expect in terms of a bonus and how will this impact employee motivation?
Certainly disappointment is eminent and employee motivation will flounder. In order to maintain the current employee motivation, the organization would be expected to offer the same bonus as or higher than the previous year.
This is not possible and decreases employee motivation. I draw your attention to the old donkey and carrot story. External employee motivation is never lasting.
Team leaders should focus on the alternative, internal employee motivation. Employee motivation, like success, grows from the inside out and not from the external to the internal.
In order to understand internal employee motivation you need to understand yourself and trust your abilities to carry you forward. This is a key factor in building employee motivation.
What do you want to be, to do or to have in life? Combine your dreams with passion and you will be self motivated. A solid foundation for employee motivation.
Internal or self motivators enable you to demonstrate all the appropriate behaviours. It is inevitable that a confident, hard-working team player, who recognizes the contributions of others and rewards them with acknowledgement, will pass on those behaviours. These positive behaviours will lead directly to employee motivation. As individuals, we reap what we sow.
As a team leader, if you are critical of yourself, you will be critical of others. This is not an acceptable contribution toward employee motivation. However, if you accept the abilities you bring to the table and recognize your achievements, you will be a good leader, a team player and allow your employees to do the job they were hired to do. Recognition for a job well done is strong employee motivation.
You may find it hard to believe but recognition is the most powerful employee motivation of all. Research has shown that there is a stronger need in society today for recognition than there is for sex and money. Now that says something about employee motivation.
Employee motivation is positive reinforcement. Positive reinforcement builds our self-esteem. Our self-esteem is depicted by the manner in which we see ourselves. We can either focus internally through our personal beliefs or externally by following the beliefs of others.
Employee motivation starts from within. Lead as you would like to be led. Allow the employee to do the job they have been entrusted to do. Give the employee the recognition for a job well done. Build a strong foundation of challenge, inspiration and trust. Employee motivation is an investment in people and in the company’s future.
Employee motivation equals better performance and a willingness to grow. The employee must earn the respect of others and trust their hard work will be acknowledged. These are the simple mechanics to building self-esteem and the key to success. Employee motivation is a giant step forward for any organization.
Let’s take a look at other forms of employee motivation. Be complimentary. All individuals strive to do better, to work harder and to learn more if they are complimented in front of their piers on a job well done. This form of employee motivation will in turn be passed on to others.
Employee motivation is focusing on individual strengths. Assign the employee a task he/she performs best. Employee motivation will be realized with enthusiasm and productivity.
Education is of the utmost importance with respect to employee motivation. Education comes in the form of regular team discussions, workshops and seminars. Employee motivation will be increased by sharing the ideas and visions for the future with them. They are enlightened by others striving to get ahead and to make a difference. Employee motivation takes a step forward toward accepting change and setting new goals.
Employee motivation should be exciting. It should bring on enthusiasm and energy. Employee motivation spells success if the foundation consists of encouragement, acknowledgement and enthusiasm. Employee motivation begins with You.
Employee motivation through recognition is positive reinforcement. Imagine the possibilities. The end result is happy, motivated achievers and a business operating with positive enforcements. The internal employee motivation creates the first wave to success and the external employee motivation follows in its wake.
Read more on The Most Important Discipline of Employee Motivation…
In the past, employees were not given much of a thought, not more than just another input into the production of goods and services. Employee motivation was not the main concern of the managers.
Read more on Motivation Theories- the Foundation to Employee Motivation…
Sexual Harassment Policy Guidelines – Part I
Permission is hereby granted to modify and use the information in this draft sexual harassment guideline, provided you include reference to the author as shown at the end.
We shall take all reasonable steps to see that this sexual harassment policy is followed everyone in our organization who has contact with employees. This prevention plan will include training sessions, ongoing monitoring of the work site and a confidential employee survey to be conducted and evaluated each year.
Sexual harassment refers to all types of unwanted sexual attention. Sexual harassment does not mean occasional compliments of a socially acceptable nature. Sexual harassment refers to conduct which is offensive to the individual, which harms morale, and which interferes with the accomplishment of our organization mission. This includes pressure to provide sexual favors, and offensive, intimidating comments or actions concerning one’s gender or sexual orientation.
Four basic types of sexual harassment:
1. Verbal harassment: Sexually suggestive comments, e.g., about a person’s clothing, body, and/or sexual activities; sexually provocative compliments about a person’s clothes or the way their clothes fit; comments of a sexual nature about weight, body shape, size, or figure; comments or questions about the sensuality of a person, or his/her spouse or significant other; repeated unsolicited propositions for dates and/or sexual intercourse; pseudo-medical advice such as “you might be feeling bad because you didn’t get enough” or “A little Tender Loving Care (TLC) will cure your ailments”; continuous idle chatter of a sexual nature and graphic sexual descriptions; telephone calls of a sexual nature; derogatory comments or slurs; verbal abuse or threats; sexual jokes; suggestive or insulting sounds such as whistling, wolf-calls, or kissing sounds; homophobic insults.
2. Physical harassment: Sexual gestures, e.g., licking lips or teeth, holding or eating food provocatively, and lewd gestures such as hand or sign language to denote sexual activity; sexual looks such as leering and ogling with suggestive overtones; sexual innuendoes; cornering, impeding or blocking movement, or any physical interference with normal work or movement; touching that is inappropriate in the workplace such as patting, pinching, stroking, or brushing up against the body, mauling, attempted or actual kissing or fondling; assault, coerced sexual intercourse, attempted rape or rape.
3. Visual harassment: Showing and distributing derogatory or pornographic posters, cartoons, drawings, books or magazines.
4. Sexual favors: Persistent pressure for dates, unwanted sexual advances that condition an employment benefit upon an exchange of sexual favors.
It is not permissible to suggest, threaten or imply that failure to accept a request for a date or sexual intimacy will affect an employee’s job prospects. For example, it is forbidden either to imply or actually withhold support for an appointment, promotion or change of assignment or suggest that a poor performance report will be given because an employee has declined a personal proposition. Also, offering benefits such as promotions, favorable performance evaluations, favorable assigned duties or shifts, recommendations or reclassifications in exchange for sexual favors is forbidden.
Any employee found to have violated this policy shall be subject to appropriate disciplinary action according to the findings of the complaint investigation. If an investigation reveals that sexual harassment has occurred, the harasser may also be held legally liable for his or her actions under provincial and federal law. Anyone making a false claim of sexual harassment will also be subject to disciplinary action.
Any employee bringing a sexual harassment complaint or assisting in investigating such a complaint will not be adversely affected in terms and conditions of employment, or discriminated against or discharge because of the compliant. Complaints of such retaliation will be promptly and thoroughly investigated.
Sexual harassment can occur in any situation, but is especially common in situations where there is a power imbalance between the perpetrator and the victim, due to gender, race, sexual orientation, status or rank differences. Sexual harassment, however, can also occur between peers. Both women and men can be victims of sexual harassment, although it is most common for women to be harassed by men. Sexual harassment also occurs between members of the same sex.
Sexual harassment differs from healthy sexual attraction because it is unwelcome and unsolicited. Sexual conduct becomes unlawful only when it is unwelcome. The challenged conduct must be unwelcome in the sense that the employee did not solicit or incite it, and in the sense that the employee regarded the conduct as undesirable or offensive. NOTE: An employee who was previously involved in a mutual consenting intimate relationship with another person maintains his or her entitlement to protection from sexual harassment, but s/he should inform the other party that any further sexual advances are unwelcome.
Sexual harassment degrades all persons and creates a hostile work environment. It is extremely costly for employers as well as damaging to employees. The effects of sexual harassment on the complainant may include loss of self-confidence and self-esteem, physical symptoms of stress, diminished work productivity, and low morale.
To fight sexual harassment, remember four tactics: confront, report, document, and support.
CONFRONT the harasser. Say No Clearly. Inform the harasser that their attentions are unwanted. Make clear you find the behavior offensive. If it persists, write a memo to the harasser asking them to stop; keep a copy.
REPORT the problem immediately, verbally and/or in writing directly to your supervisor, or to the supervisor of the accused, and to your union steward. Our door is always open and anyone who has been harassed or thinks harassment is occurring, can seek our confidential advice. We will speak with the accused at your request and inform them about illegal conduct and its consequences. We have a zero-tolerance policy for sexual harassment. If the incident is confirmed, the offending employee faces the following possible sanctions: verbal or written reprimand, negative evaluation, denial of promotion, poor recommendations, suspension, demotion, forced resignation, and termination. We will make every effort to create an atmosphere of comfort for recipients of sexual harassment to request assistance in the resolution of complaints, but at the same time we will also protect the rights of the accused until proven guilty.
Note: A single sexual advance, unless severe, may not constitute harassment unless it is linked to the granting or denial of employment or employment benefits. The unwelcome, intentional touching of a person’s intimate body areas is sufficiently offensive to be considered severe, and even a single incident can be considered as harassment. Asking someone for a date is not considered severe. But a repetitive series of non-severe incidents will be considered harassment if the offender was told to stop. It is important for the victim to communicate that the conduct is unwelcome, particularly when the alleged harasser may have some reason to believe that the advance may be welcomed such as a previous consenting relationship.
SEXUAL POLLUTION
There are some acts perceived by the recipient to have a “sexual nature” that are offensive and annoying, but may not be sexual harassment. These offensive behaviors in the workplace pollute the working environment. Therefore, these acts have been labeled sexual pollution. Sexual pollution has the potential of becoming a sexually harassing act. It is an offensive act and should be considered improper. Examples of sexual pollution are: continuous “pet” name calling, such as “baby,” “sweetie, “or ” honey”; referring to an individual as a “hunk,” “fox,” or “broad”; referring to men in general as “dogs,” “swine,” or to women as “bitches,” “wenches, ” or “chicks”; remarks of a sexual nature, open displays of written and pictorial erotica, or nude photographs or posters (such as a nude magazine centerfold) in the workplace, and continuous gift giving with the intention of getting sexual favors in return.
A single act of sexual pollution by itself may not constitute sexual harassment. However, continuous acts with the appearance of a sexual nature probably would be. The “reasonable person” standard will be used to determine if it is or not.
DOCUMENT the harassment. While the incident is still fresh in your mind, write down what happened, where, when, and how you responded, if possible, word for word. Include the names of witnesses, if any. Keep notes in a journal or notebook to show a continuous record. Send a dated, certified, return-receipt letter to the harasser, asking that the harassment stop, and keep a copy for yourself. Use your telephone answering machine to tape phone calls from the harasser, and save phone messages that are left for you. Keep the records in a safe place, away from work. Documentation will be essential if you must defend yourself in court or before an administrative hearing panel. Document your work. Keep copies of performance evaluations and memos that attest to the quality of your work. The harasser may question your job performance in order to justify his behavior.
SEEK SUPPORT from others. Talk to a friend, colleague, or relative, an organized group, or counselor, and your supervisor or someone in personnel that you trust. Not only will you benefit, you may learn of others who have had similar experiences who can offer strategies for dealing with the harassment and support. Look for witnesses and other victims. You may not be the first person who has been mistreated by this individual. Ask around discretely; you may find others who will support your charge. Two accusations are much harder to ignore. Get the union steward involved right away.
REMEDIES AVAILABLE TO VICTIMS OF SEXUAL HARASSMENT
If you have been discriminated against on the basis of sex, you are entitled to a remedy that will place you in the position you would have been in if the discrimination had never occurred. You may be entitled to hiring, promotion, reinstatement, back pay and other remuneration. You may also be entitled to damages to compensate you for future pecuniary losses, mental anguish and inconvenience. Punitive damages may be available, as well, if an employer acted with malice or reckless indifference. You may also be entitled to attorney’s fees.
ARE YOU THE HARASSER?
Those accused of sexual harassment are often surprised to learn how their behavior is perceived by those who feel victimized by such behavior.
• Review your attitudes and actions toward others. Examine how others respond to what you do and say. Is your behavior sex-neutral and bias-free?
• Imagine yourself a victim of unwelcome sexual attention by someone having control over your career or livelihood.
• Consider the impact you have on other’s attitudes toward their work and self-esteem.
• Do not assume that your colleagues, peers or employees enjoy sexually oriented comments about their appearance, or being touched or stared at.
• Do not assume that others will tell you if they are offended or harassed by what you say or do.
• Be aware of other’s feelings and responses to sexual harassment. Could your behavior cause others to experience the vulnerability, powerlessness, and anger described by victims?
Permission is hereby granted for you to modify and use the information in this article provided that you include a reference as follows:
Original document created by Al Link (4 Freedoms Relationship Tantra)
Read more on Sexual Harassment Policy Guidelines Part I…
When it comes to getting a job in the Human Resource department, one must be able to fully grasp and understand the basic concept of Human Resources. There is no doubt that Human Resources are a major function in many businesses out there. Nearly every business out there has a Human Resource department; it does not matter where you are located. What do Human Resources do, you ask? Within this article, we will be answering that question for you.
Read more on Everything You Should Know About Human Resources…
With the RHUB appliance, it is easy to monitor, control and record your employee’s Remote Computer Desktop and their activities. There are a number of reasons to do this, one is to monitor productivity and keep from losing money from people surfing the Internet when they should be working. Another good reason is that it helps to prevent loss of confidential and critical data from leaving the organization. One could also watch their children’s computer.
The RHUB Monitoring System is very simple to operate and will go undetected by your employees or your child.
First, log on to your employee’s computer as an administrator user, next install the TurboMeeting client and schedule a Remote Meeting. Name the “computer” field the same as the employee’s name. Start the scheduled meeting, then immediately click “tools” and check “hide this meeting” then log out from the computer.
From now on, you can monitor, control and record the computers every activity anytime from anywhere.
The meeting ID and meeting password enforce the access security. If you schedule a meeting as an internal meeting by checking “only attendees from my network”, the security is further harden by the firewall, this will prevent anyone outside the firewall from accessing the remote computer.
A supervisor could monitor their workers computer via a browser, by signing into the TurboMeeting client, locate the scheduled meeting foreign employees computer, click on the “invite” link and write down the view only URL. One can then use this URL to monitor the employee’s desktop on any browser including an iPhone browser.
Read more on RHUB Offers Employee Monitored Computer Desktops…
The human resource management has the responsibility of maintaining the records are current or up to date. The management can make sure the best performance is done by correctly conveying and organizing the assistant staff or by doing the responsibilities themselves.
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