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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal. CHAPTER 9 PERSONNEL RELATIONS Good personnel relations can motivate people to perform over and beyond their call of duty. Personal Goals
How can you make sure your workforce is loyal and actively engaged in their work? The answers may surprise you its not all about money in this case. In fact, 89% of managers believe that money is the main issue contributing to turnover. However, only 12% of employees say money is the reason they left a company. What does this mean for you? Its time to focus beyond simply providing your employees with a job and a paycheck. Start by realizing that your employees are people with needs that go beyond the basics of food, shelter and security. Taking a look at Abraham Maslows Hierarchy of Needs illustrates that physiological and security needs are a good place to start, but it doesnt end there. The next levels in the hierarchy are social, esteem and selfactualization needs. The bottom two levels physiological and safety needs are where most employers focus. Its important to address these needs people dont respond to their esteem needs being met if theyre not receiving a paycheck or if theyre uncertain about their job security. However, employers who go above and beyond the basics will find they have become the greener pasture to which workers will flock. As the worker shortage continues, you will find that people are looking for more than just a job. They are looking for something fulfilling, and because of the decline in skilled workers, they will be in a position to settle for nothing less. Now is the time to start building up your companys reputation as a great place to work by fulfilling each level of your employees needs.

Abraham Maslows (1954) Hierarchy of Needs:

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.

1. Survival or Physiological needs It is essential that the employees earn enough to survive economically. Wages well below the levels needed to purchase food and shelter make it necessary for the employees to work elsewhere. 2. Safety needs Being physically safe is of prime importance. Also, people work more effectively when they feel secure in their positions. By maintaining rigorous standards in hiring and continually training employees, it becomes less likely that they will need to be fired. Building a stable work environment is a common goal. 3. Belongingness and Love needs To belong and be accepted by others is important. Equally, the pharmacy owner should make sure that both the trainee and the work group recognize

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.
the role and position of the new employee. Neither should feel uncertain nor threatened. Rather, their mutual acceptance should be developed to establish the type of working atmosphere that will suit the social needs of all. 4. Esteem needs We have a deep need for esteem, both internally of our selves, and externally, from other people. Esteem is one of the more basic needs where it comes above belonging. Once we belong to a group, we will then tend to set about climbing up the group hierarchy or maintaining our position in the group by seeking the esteem and approval of group members. Whereas belonging is a fairly binary thing--you either belong or you do not--esteem can have a range of levels, from faint praise to adulation and raising the other person a position of virtual godhood. This makes it infinitely more flexible in the variable uses to which it is put. 5. Self-Actualization needs It means becoming what you are capable of becoming. Few achieve this and it is important that everyone gets a chance to try. Chances for advancement, more challenging work or part ownership in the pharmacy through stock ownership programs (ESOPs) deserve consideration. To be effective, the pharmacist must deduce possible poor morale and take corrective actions before valuable employees are lost or costly errors are made. Suggestions for employers on keeping high morale:

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal. Make reasonable effort to keep jobs interesting. This is especially important for pharmacists who have limited opportunities to move up in the organization. Try from time to time to offer new challenges.

Express appreciation publicly for work well done. Offer criticism privately as constructive suggestions for improvement.

Encourage promotion within.

Train managers to be concerned about the people they manage.

Accept that the management and the employees do not always see things similarly. In any differences of opinion, consider the possibility that the employee may have the right answer. Show employees that the management is interested in them and that it wants their ideas on how conditions can be improved.

Treat employees as individuals, as humanly as possible.

Explain management actions to the employees. Provide information and guidance on matters affecting employees job security.

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UNIT 5

DIRECTING

Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.
Suggestion System

provide privacy

air
complaints

make positive recommendations

may be inaccurate more expensive

spot trouble

interview survey

EMPLOYER EMPLOYEE

DIFFERENT POINTS OF VIEW

SUGGEST

Employees have countless ideas for improving preparation or sale of pharmacys product and services, but may be reluctant because: 1. They fear that the management will think of it as a reflection of them for not having thought of the sales. 2. One-sided benefit between the pharmacy and employees. 3. Since there is no recognized channel for making suggestions, they are afraid that suggesting a new and untried idea will make them appear peculiar in the eye of fellow employees and management. To encourage employees, a. A suggestion box to keep employees reminded of the plan and to receive their ideas. b. An administrator to gather suggestions, obtain evaluation from operating officials concerned and otherwise see to the smooth functioning of the suggestion system. c. A committee to consider suggestions and approved rewards. d. Recognition and rewards for ideas that are acceptable and suitable explanations for those unacceptable. e. A follow-up system to see that good ideas materialize, immediately or whatever changing conditions can make use of it.

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.
Leadership Style How the manager directs employees. Approaches to Leadership: Traits Model

Behavioral Model
Contingency Model 1. Traits Model: Leaders personal characteristics

Physical Social background Personality Social characteristic Task

Age, energetic, appearance Good education, socially prominent, upwardly mobile Adapatable, aggressive, stable, dominant, self-confident Charming, tactful, popular, cooperative Driven to excel, responsible, task-oriented, good interpersonal skills

2. Behavioral Model: Leaders actions Autocratic Style Democratic Style I decide. We decide. Shared decision-making Absolute control between owner & employees Make decisions in the best interests of the pharmacy Low confidence in employees decision-making Ego gets in the way Improve morale & motivation Few meetings A lot of meetings

Free Rein Style You decide.

Employees decide within specified limits.

3. Contingency Model: examines the relationship between a given situation & a leaders behavior. Leader Situation

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.
Production vs. Personnel Orientation Management Grid Employers concern for production and employees. Production Manager, may be the Personnel Manager, the opposite of the pharmacist Production Manager Products Employees Services Work conditions No regard for the employees or True paternalistic approach to their work conditions management HINDER ACHIEVEMENT OF PHARMACY Well-cared for employees are productive GOALS naturally. Employee Discipline & Dismissal Dismissing personnel can place great strains on a pharmacy or any establishment & is not a pleasant experience. Owner must Verbal Warning & maintain an open mind & try to recognize the problem and how Counseling to solve it then may conclude a fair solution that is acceptable to all. Formal Written Problem: financial, health or mental difficulties. Warning Dismissal or discipline has to be based on a clear understanding of the ground rules for employment. Disciplinary Final Written actions must be prompt, commensurate with the violation, and Warning clearly explained to all affected. Long delays in employee action yielding disciplinary steps are viewed as indecisive. To be effective, employee practices for discipline or dismissal must be well-communicated and management actions are promptly taken. Common grounds for discipline/dismissal:

Refusal to work or take direction Disorderly conduct Tardiness and absenteeism Poor treatment of costumers

Warning

Stealing from pharmacy or other employees

Destruction of pharmacy property Violation of safety practices Gambling while on the job

DISMISSAL

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.
Discipline is: positive in nature and not a personal attack that humiliates employees sense of worth. Corrective action is oriented toward improving future performance rather than punishing past mistakes. From a legal standpoint, all such actions should be documented for future references. Sample Disciplinary Procedure

Verbal Counseling Formal Written Warnings Final Written Warning

a cooperative attempt at identifying and correcting the problem

For more serious errors, failure to meet job requirement or violations or when verbal counseling has not produced satisfactory results. "Written Warning" & supervisor will keep a copy. Final disciplinary action prior to dismissal. Temporary release of an employee from duty up to 30 work days without pay. A significant disciplinary action for a more serious incident or repititions or improper performance of conduct Department heads are authorized to initiate an action to dismiss an employee & set effective date. Employee is notified in writing. A minimum of 2 week's notice should be given to the employee.

Suspension w/o Pay

Termination Dismissal

Improving Employee Relations Pharmacy Owner must be alert for:

employee discontent

accidents

slowdowns

excessive waste

tardiness

FOCUS ON AFFECTED AREAS

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Getting the job done. 1% giving instructions & 99% following through the job to get it done efficiently. Guiding and Motivating people to work for a common goal.
Successful handling of employee dissatisfaction revolves around the following: Whatever type of problem employees have, the longer it lingers, will greatly strain the long-term employer-employee QUICK relationship. RECOGNITION Employees can submit complaints, while maintaining their anonymity. This is not the case for the open-session AIRING OF approach. COMPLAINTS When employees have no established means of airing complaints, they result to counterproductive measures that are more difficult to recognize. EQUITABLE Employer and employees both should make an effort to RESOLUTION identify problems quickly and resolved equitably. PERSONNEL RELATIONS: Personal Goals Suggestion System Leadership Style Production vs. Personnel Orientation Employee Discipline & Dismissal Improving Employee Relations Group 1: CAITLIN JOY C. MENDOZA Administrator KATRINA MORTEL Manager CHRISTINE HAZEL BAUTISTA ROBIN GUNDRAN Press Relations Department ZAHRA FATEHI PRECIOUS SARMIENTO PowerPoint Presentation Department ZARAH LOU DELA CRUZ KING NOE DOCTOR AZARMIDOKHT SHAMSHIRI Output Department

1. 2. 3. 4. 5. 6.

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