ERIC ED395156: Employee Relations. MAS-110. Waste Isolation Division (WID). Management and Supervisor Training (MAST) Program.

52 Pages·1996·0.59 MB·English

by  ERIC

DOCUMENT RESUME
CE 071 579
ED 395 156
Employee Relations. MAS-110. Waste Isolation Division
TITLE
(WID). Management and Supervisor Training (MAST)
Program.
Westinghouse Electric Corp., Carlsbad, NM.
INSTITUTION
Department of Energy, Washington, D.C.
SPONS AGENCY
PUB DATE
[96]
52p.; For related modules, see CE 071 569-588.
NOTE
Instructional Materials (For
Classroom Use
Guides
PUB TYPE
Learner) (051)
MFOI/PC03 Plus Postage.
EDRS PRICE
Adult Education; Behavioral Objectives; Employer
DESCRIPTORS
Employee Relationship; Employment Interviews;
Hazardous Materials; Job Skills; *Labor Relations;
Learning Modules; *Management Development;
Performance Factors; Performance Technology;
*Personnel Evaluation; *Personnel Management;
Personnel Selection; Productivity; Program
Descriptions; Radiation; Staff Development;
*Supervisory Training; Tests; Vocational Education;
*Waste Disposal
IDENTIFIERS
*Radioactive Wastes
ABSTRACT
This module is part of a set of management and
supervisor training (MAST) materials developed by the Department of
Energy for the Waste Isolation Division. Its stated purpose is to
enable trainees to deal with employees fairly and effectively. The
first section of the module is an introduction that includes a
terminal objective and opening remarks intended to focus the
trainees' attention on the subjects discussed in the module. Most
other module sections begin with a list of enabling objectives. Many
sections contain "critical incidents" or real-life occurrences at the
Department of Energy's Waste Isolation Pilot Plant that relate to the
section topic. Some illustrate effective management practices, Rnd
some illustrate ineffective ones. Each critical incident includes
"lessons learned" information. Section topics include the following:
promoting professionalism; influencing employee behavior; motivating
employees; counseling employees; addressing employee concerns;
conducting performance appraisals; interviewing; directing employees;
and managing exempt and nonexempt personnel. Contains 19 references
and a practice test. Answers and feedback for the test are provided.
(YLB)
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Reproductions supplied by EDRS are the best that can be made
*
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from the original document.
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MAS -110- Page 1
REV. 1
Waste Isolation Division
Program
Management and Supervisor Training (MAST)
This module was prepared by:
Date
MAST Coordinator
This module was approved by:
Date
Manager, Human Resources
Development and Total Quality
Date
Manager, Employee Relations
OF EDUCATION
U S DEPARTMENT
Researth ana Improvement
afice of Eth.athonal
RESOURCES INFORMATION
cilED CATIONAL
CENTER (ERIC)
been reproduced as
his document has
or organization
received from the person
originating it
have been made to
0 Minor changes
TRAINEE INFORMATION
quality
improve reproduction
slated in this
Points of view or opinions
necessarily represent
document do not
policy.
official OERI position or
Trainee Name:
Trainee SS#:
Date Module Started:
Last Possible Date
For Completion of
41"
Module Examination:
ki)
c-
C)
BEST COPY AVAILABLE
MAS-110
REV. 0
TABLE OF CONTENTS
2
INTRODUCTION
A.
PROMOTING PROFESSIONALISM
3
B.
6
INFLUENCING EMPLOYEE BEHAVIOR
C.
MOTIVATING EMPLOYEES
11
D.
17
COUNSELING EMPLOYEES
E.
21
ADDRESSING EMPLOYEE CONCERNS
F.
25
CONDUCTING PERFORMANCE APPRAISALS
G.
31
IN TERVIEWING
H.
40
DIRECTING EMPLOYEES
I.
44
MANAGING EXEMPT AND NON-EXEMPT PERSONNEL
J.
46
MODULE REFERENCES
Z.
47
PRACTICE TEST
Z.
50
ANSWERS AND FEEDBACK FOR PRACTICE TEST
MAS-110 Page 2
REV. 1
A. INTRODUCTION
Terminal Objective
the trainee will be able to
Upon completion of this module,
effectively.
deal with employees fairly and
will be demonstrated by
Mastery of the terminal objective
examination.
scoring 80 percent or higher on the module
significant impact on
As a supervisor or manager, you have a
Your actions affect employee morale,
employee relations.
This module is designed to give
turnover, and productivity.
for managing the employee relations
you information useful
Refer to it whenever
climate in your area of responsibility.
challenging employee relations
you foresee especially
situations.
MAS - 110 -Page 3
REV. 1
PROMOTING PROFESSIONALISM
B.
Enabling Objectives
section, the trainee will be able to
Upon completion of this
perform the following:
professionalism among
Identify practices that promote
1.
employees.
unprofessional
Identify practices that may encourage
2.
behavior, among employees.
effectiveness
Given a scenario, evaluate the manager's
3.
employees.
in promoting professionalism among
When you
Professionalism means conformance to high standards.
employees to apply
promote professionalism, you encourage your
technical standards to
the highest ethical, legal, and
everything they do.
employees through
You can promote professionalism among your
the following practices:
Act as a role model
employees by the example
You influence the behavior of your
This happens through identification processes
you set.
People are more
learn from them.
we watch others and
who are high in
likely to imitate the behavior of models
As a supervisor, you serve as a
prestige or expertise.
will imitate
powerful role model for your employees; they
Therefore, you must think about the example
your behavior.
Don't expect your employees
you will set before you act.
They won't!
to "Do as I say, not as I do".
Encourage cooperation
o
It goes without saying that cooperation among your
But interdepartmental cooperation
employees is essential.
We need
just as important.
at Waste Isolation Division is
mission and achieve our
to work together to accomplish our
vision.
the
Build morale by accentuating the positive rather than
o
negative
tr
MAS - 110 -Page 4
REV. 1
the right thing.
Recognize and reinforce when employees do
Show pride in your work group
o
Show faith in your employees by delegating
o
Share departmental goals with your employees
o
Reinforce self-starters who initiate efforts to reach the
goals.
but with fairness
Treat each person as an individual
o
Work on knowing and understanding your employees.
Inspire confidence
o
You can do this by setting a consistently professional
Your employees will come to have faith in you.
example.
Control yourself in stressful situations
o
Be well-organized
o
Plan and coordinate your activities and projects.
Keep an open mind
o
Be receptive; don't judge until you have heard the complete
message.
Be patient
o
Work on your ability to respond to problems calmly and
without complaint.
Be sincere
o
Set an example of genuineness for your employees.
Be loyal
o
Speak up before decisions are made; support decisions after
they are made.
Treat employees with respect
o
Showing high regard for others encourages them to try to
maintain your respect.
Prepare reports anfl. records with care and honesty
o
Properly protect DOE/WIPP property
o
6
MAS -110 -Page 5
REV. 1
Unprofessional Behavior
Practices That May Encourage
Dressing unprofessionally
o
Using foul or obscene language
o
Engaging in political activities at work
o
Using inappropriate physical contact
o
Failing to conform to proper etiquette
o
Acting discourteousley
o
Pushing your moral beliefs on others
o
faith
Attempting to convert others to your church or
o
play)
Engaging in horseplay (rough or boisterous
o
Knowingly violating procedures or regulations
o
behavior
"Winking" at unprofessional, unethical, or illegal
o
this section to promote
Use the principles covered in
You will see the
professionalism within your work group.
positive results in your employees' conduct.
CRITICAL INCIDENT
INEFFECTIVE PERFORMANCE
and discourteous to
Occurrence: A manager was consistently rude
Words like "crude" and
personnel in other departments.
One
"obnoxious" were used to describe the manager's behavior.
During a meeting
particular incident will help to illustrate.
point of
where serious issues were being discussed, a
The manager became very emotional and
disagreement arose.
began to swear in front of employees.
department came to
Impact: The employees in the manager's
This caused
believe that this type of behavior was acceptable.
Much
problems between this work group and other work groups'.
created.
time was wasted and lasting ill feelings were
will mimic your behavior; be
Lessons learned: 1) Your employees
2) Acting professionally is not
careful how you behave.
optional; it is part of the job for WID supervisors and
managers.
MAS -110 -Page 6
REV. 1
INFLUENCING EMFIJOYEE BEHAVIOR
C.
Enabling Objectives
will be able to
this section, the trainee
Upon completion of
perform the following:
follow in influencing
Identify good practices to
1.
employee behavior.
influencing employee
Identify practices to avoid in
2.
behavior.
the manager's effectiveness
Given a scenario, evaluate
3.
behavior.
in influencing employee
the minds or behavior of
Influence is power exerted over
action components of
Influence strategies are the
others.
that people use to get
They are the actual behaviors
power.
their ways in organizations.
be classified into the following
All influencing behavior can
categories:
seven broad
Reason
1.
frequently by successful
This is the strategy used most
and then used to
Data and'facts are developed
managers.
The reasons must make sense to the
influence employees.
Most employees
influence.
employee you are attempting to
it for them and for the
will want to know what is in
Example: "Bob, the studies in this report
organization.
lot of time and
show that your department could save a
What is your
the new procedure.
money by implementing
opinion?"
Friendliness
2.
cooperate with a
Employees are normally more willing to
To properly use friendliness as a
friendly person.
Nothing will
consistent and sincere.
strategy you must be
faster than an obviously false
put an employee on guard
Example:
is out of character.
display of friendship that
nice job on that budget presentation,
"I thought you did a
this planned
I need you to take a look at
Lisa.
presentation and help me improve it."
MAS -110 -Page 7
REV. 1
Coalition
3.
alliance of distinct employees
A coalition is a temporary
This strategy consists of developing
for joint action.
Example: "Bob,
organization.
support networks within an
impact on your
this proposal will have a negative
I want your help in writing an
department, too.
Building a coalition requires skill
alternative proposal."
If poorly implemented, it will
in developing alliances.
look like petty office politics.
Bargaining
4.
negotiating
This influence strategy is based on your
this
You use exchanges to gain influence, and
skills.
Successful exchanges require that
leads to cooperation.
employee's interests are, assess
you determine what the
find somathing you can give that will
your resources, and
from the
be valuable enough to produce what you want
Example: "Bill, if you expedite that equipment I
employee.
need, I'll speed up completion of that prototype you asked
for."
Assertiveness
5.
It is
This strategy is based on your force of character.
implemented by stating what you want positively and, if
Example: "I understand that you are
necessary, forcefully.
I have to have to
busy, but next week is not soon enough.
have this information this week."
Appeal to higher authority
6.
When using
This is based on the chain-of-command concept.
this strategy, you call upon someone in a higher position
Example: Approaching your manager
than yourself for help.
Can you
their cooperation.
you say, "I can't seem to get
talk with the department manager about it?"
Sanctions
7.
This is the use of coercive intervention or punishment to
This is the least often used strategy
influence others.
Example: "Sheila, if you don't
for successful managers.
complete that objective, it's going to affect your
The use of sanctions is not
performance rating."
recommended (other than justified disciplinary actions).
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MAS-110 - Page 8
REV. 1
Now, how
strategy options.
We have now discussed your seven
Here are the steps
influence employees?
can you use these to
you should follow:
cooperation you need is a
Assume the employee whose
1.
potential ally
mind and enhance
This will get you in a positive frame of
your ability to succeed.
Clarify your goals and priorities
2.
that state
Prepare so that you can make clear requests
exactly what you want, from whom, by when.
Diagnose your potential ally's (the employee's) goals,
3.
concerns, and needs
Consider the employee's environment, worries, and personal
Even though you are very busy with other tasks
background.
The better your diagnosis,
this can be time well spent.
the better Your chances of success.
desires
Assess your resources relative to the ally's
4.
Think about what sources of supply or support are available
to you.
Diagnose your relationship with the ally
5.
What is the state of affairs between you and the employee
and between your respective departments?
Choose and implement an influence strategy
6.
Assess your strategy choice for effectiveness
7.
If you meet resistance, go back to step three.(rediagnose).
Influence Practices to Avoid
Over relying on one or two strategies
o
inflexibility.
By doing so, you are a captive of your
Taking the time to diagnose the employee and the situation
Vary your
will help you choose the right strategy.
strategies to fit the circumstances.
Overlooking the power of commitment
Sometimes clarifying an overall commitment or vision and
enlisting employees in support of that is very effective.
10