Motivation, Management, Supervision, Development and Diversity

Motivation, Management, Supervision, Development and Diversity Professor Walter C. Farrell, Jr And 2011 Class Members

Why Motivation Matters • Must select, develop and retain workforce to carry out mission • Human services have limited extrinsic motivators • Outcomes better for staff and clients

Theoretical Approaches • Individual • Relevant personality traits and needs • Interpersonal • Interactions between employee and other individuals in environment • Organizational • Structure, culture and organizational policies

Individual Approaches • NEEDS THEORY: Satisfying higher-level needs leads to improved work performance and growth • REINFORCEMENT: Patterns of reinforcement motivate work performance • SELF-EFFICACY: Perception of ability to perform motivates work performance

Interaction Approaches • ATTRIBUTION THEORY: Explanations of causes of behaviors motivates behavior • JUSTICE THEORIES: Perceptions of fairness in organizations affects motivation

Organizational Approaches • QUALITY OF WORKING LIFE: Overall job satisfaction motivates performance • TOTAL QUALITY MANAGEMENT: Organizational commitment to continuous improvement and teamwork motivate performance

Conservation of Resources • Integrative approach • Used to understand the process of stress and burnout in organizational settings • Stress occurs when there is a loss of resources • Resource loss and gain happens in cycle • Loss cycles are more salient and rapid • Accumulated stress leads to burnout

Human Resource Management • Recruitment and screening for personnel • Recruitment generating applicant pool for employer to make a selection that satisfies needs of organization • Locating avenues to reach promising applicants (Idealist, Craigslist, Monster.com, community centers, newspapers, employment agencies) • Selection reviewing job applicants to decide who is offered a position • Selection committee, CEO, Advisory Board, Management Team

Human Resource Management • Orientation is crucial to introduce new workers to the organization (policies, procedures, colleagues, roles and responsibilities, and authority structure) • Relate the mission, vision, goals, and objectives of the agency and provide information about department’s role and scope

Human Resource Management • Supervising--helping staff set priorities, establishing goals, working with diverse staff, monitoring employee performance, providing supportive and education-oriented guidance • Continuous and ongoing • Weekly or monthly • Evaluation--measurement of the extent a worker has achieved the requirements of position within the team • Should be continuous, not one-time or occasional • Yearly, quarterly, monthly

Human Resource Management • Handling Employee Performance Problems • “Performance problems” are viewed as evidence of lack or worker knowledge or skill, poor attitude, need for more supervision, or poor use of time • Handling performance problems 1) Counseling and/or training, 2) written reprimands, 3) Final warning and a probationary period, and 4) dismissal

Supervision and Development • Relationship between employee/volunteer and immediate supervisor is most important relationship • Belief that nothing is greater threat to retention than salaries • Must provide staff the opportunity to develop personally

Elements of Effective Supervision • Emotional support • Work support • Clear expectations • Fair and consistent feedback • Communicate information • Instruction • Creating a culture that supports workers • Building a learning and performance oriented culture

Training vs. Development • TRAINING provides knowledge and skills to be used in current job • DEVELOPMENT contributes to overall growth of employees and prepares for future opportunities

Roles of a Supervisor • Teacher/Coach • Mentor • Evaluator • Leader • Learner

Examples of Development Activities • Orientation • Conferences • Staff meetings • Brown-bag lunch discussions and Journal clubs • Job rotations and Shadowing • Group supervision • Individual career counseling • Continuing education at universities

Diversity in Human Service Organizations • Human service organizations traditionally serve communities with a high concentration of diverse, disadvantaged, and oppressed groups • A 2011 National Association of Social Workers study indicated >87% of licensed social workers are predominately non-Hispanic whites • 90%reported having Blacks/African Americans on caseloads • 80% reported having Hispanics/Latinos on caseloads • This workforce data highlight drastic contrast in diversity among personnel and clients served in human service organizations

Social and Psychological Aspects of Diversity • Despite progress to increase representation of diverse groups in the workforce, the exclusion of these groups from circles of influence limits contribution and involvement in workplace • Workforce Diversity- the division into distinction categories that • Perceived commonality within a given cultural or national context • Potentially harmful or beneficial employment outcomes • Inclusion-Exclusion Continuum • Individual’s sense of being a part of the organizational system in both formal and informal processes

Theories of Diversity and Intergroup Relations • REALISTIC CONFLICT THEORY (RCT)--People act in self-interest causing their drive to maximize own rewards to the detriment of others • EQUITY THEORY---People strive for justice and view perceptions of injustice as the cause of personal distress and intergroup conflict • RELATIVE DEPRIVATION THEORY---Perceptions of injustice are the cause of personal distress and intergroup conflict • SOCIAL IDENTITY THEORY---Social structures and individual identity are connected through the meanings people attach to their membership in identity groups (formed by race, ethnicity, or gender)

Managing for Diversity and Empowerment • Theory and research indicates people are motivated to seek social inclusion and avoid exclusion . There are Four paths to address social exclusion • Individual change---Individual members of a group disassociating themselves psychologically and behaviorally from their low-status group 2.Group change---Groups redefine or alter elements of values/attributes to seek positive status for the group as a whole • Organizational change---Organizations implement policies and remove barriers to advancement and promotion of members of disadvantaged groups • Societal Change ---Society as a whole can create social mobility of disadvantaged groups through legislation and public policies

The Bill Walsh Case • Bill Walsh is the late Coach of the San Francisco 49ers NFL football team, who led the team to three Super Bowl titles, 1982,1985, and 1989 • He was hired in 1979 to rebuild a team with a 2-14 record in 1978-79, that had never won a Super Bowl • He rebuilt the team from the bottom up, starting in the Spring of 1979

The Bill Walsh Case • FIRST, he met with the Owner to secure the title of General Manager to go along with his Coach title so that he had full authority over all personnel, after the Owner, and secured the Owner’s commitment that he would not undercut him • SECOND, he met with the football field groundskeepers, custodians, secretaries, football scouts, stadium workers, etc. individually to outline his long-term vision for the organization and to solicit their input and support

The Bill Walsh Case • THIRD, he reviewed players’ performance, behavior, and “effort “records to determine who should keep and let go • FOURTH, he reviewed existing staff’s past performance and kept those who bought into his vision for the organization • FIFTH, he hired new staff to fit his vision • SIXTH, he then managed and led the organization to new heights

The Bill Walsh Case • Seventh, In 1987, after winning two Super Bowls titles, he used his “professional capital” to establish a “Minority Coaches Fellowship Program” to broaden inclusiveness in the NFL • Eighth, by 2012, Walsh or his coaching progeny had won 13 (39%) of the 33 Super Bowls played since 1980. • Of the 66 Coaches who participated in the 33Super Bowls (2 per Year), the only four minority (African American) coaches are from the “Walsh Family Tree”

The Bill Walsh Case • ADDENDUM • Also see F-12 ACCOUNTABILITY on the class website (Ricks, Thomas E., “Whatever Happened to Accountability,” Harvard Business Review, October 2012, pp.93-1000

Motivation, Management, Supervision, Development and Diversity