Week 3-7 Industrial-Organizational Psy Notes PDF

WEEK 3 RESEARCH DESIGN, DATA ○ Similar to experimental research but COLLECTION TECHNIQUES, & lacks random assignment to conditions. ANALYSIS IN INDUSTRIAL- This design is often used in ORGANIZATION PSYCHOLOGY organizational se...

WEEK 3 RESEARCH DESIGN, DATA ○ Similar to experimental research but COLLECTION TECHNIQUES, & lacks random assignment to conditions. ANALYSIS IN INDUSTRIAL- This design is often used in ORGANIZATION PSYCHOLOGY organizational settings where random assignment is not feasible. Research in Industrial-Organizational (I-O) Psychology is focused on ○ Example: Comparing the understanding, predicting, and performance of two departments improving human behavior in within a company where one receives organizations. This involves applying a new intervention (like a rigorous scientific methods to examine motivational program) and the other various aspects of work behavior and does not. organizational functioning. The 3. Correlational Research: research methodologies and data collection techniques in I-O psychology ○ Involves measuring two or more are designed to provide evidence-based variables to determine the strength insights that can inform both theory and direction of their relationship. and practice. Unlike experimental designs, correlational research does not involve Research Design in I-O Psychology manipulation of variables. 1. Experimental Research: ○ Example: Examining the ○ Involves manipulating one or more relationship between job satisfaction independent variables to observe their and employee turnover rates. effect on a dependent variable, while 4. Longitudinal Research: controlling for extraneous variables. ○ Studies that collect data from the ○ Lab Experiments: Conducted in same subjects over a period to assess controlled settings to maximize changes and developments over time. internal validity. For example, a lab This design is useful for experiment might investigate the understanding cause-and-effect impact of different types of feedback relationships and changes in on employee performance. behaviors or attitudes. ○ Field Experiments: Conducted in ○ Example: Tracking employee actual organizational settings. They engagement and productivity levels provide higher external validity than over several years to assess the impact lab experiments, but less control over of organizational changes. extraneous variables. An example is testing the effects of a new training 5. Cross-Sectional Research: program in a company. ○ Involves collecting data at a single 2. Quasi-Experimental Research: point in time to analyze the relationships between variables. This WEEK 3 design is useful for identifying administered online, in person, or via associations but cannot establish paper forms. causation. ○ Advantages: Cost-effective, can ○ Example: Conducting a survey to reach a large sample, and are easy to measure job satisfaction and analyze quantitatively. organizational commitment among ○ Example: Using a survey to measure employees at one point in time. employee satisfaction, organizational 6. Case Studies: commitment, or perceptions of leadership. ○ An in-depth investigation of a single organization, department, or group to 2. Interviews: explore unique phenomena. Case ○ Involve direct, one-on-one or group studies provide rich, detailed insights conversations to gather in-depth but have limited generalizability. qualitative data. Interviews can be ○ Example: Analyzing the structured (with a set list of questions), implementation of a new leadership semi-structured, or unstructured. style within a specific company to ○ Advantages: Provide rich, detailed understand its impact on data and allow exploration of complex organizational culture. issues. 7. Meta-Analysis: ○ Example: Conducting interviews ○ A statistical technique that combines with employees to understand their the results of multiple studies to experiences with organizational provide a more comprehensive change. understanding of a particular 3. Observations: phenomenon or relationship. ○ Involves systematically observing ○ Example: Conducting a meta- and recording behaviors, interactions, analysis of studies examining the or processes within a workplace. relationship between Observations can be participant transformational leadership and (where the researcher is involved) or employee performance. non-participant. Data Collection Techniques in I-O ○ Advantages: Provide real-time data Psychology and insights into actual behaviors and processes. 1. Surveys and Questionnaires: ○ Example: Observing team meetings ○ A common method for collecting data to understand group dynamics and on attitudes, opinions, behaviors, and decision-making processes. demographics. Surveys can be WEEK 3 4. Psychological Testing and behaviors in real-time, often through Assessments: mobile devices or diaries. ○ Use standardized tests to measure ○ Advantages: Provides insights into cognitive abilities, personality traits, immediate experiences and reduces skills, and other psychological recall bias. constructs relevant to job performance. ○ Example: Using ESM to study how ○ Examples: Intelligence tests, daily work events influence employee personality inventories (like the Big stress and job satisfaction. Five), and job simulations to assess Data Analysis Techniques in I-O skills or competencies. Psychology 5. Archival Research: 1. Descriptive Statistics: ○ Involves analyzing existing data, ○ Used to summarize and describe the such as company records, employee basic features of data, such as mean, performance data, or historical median, mode, standard deviation, documents. and range. ○ Advantages: Cost-effective and ○ Example: Reporting average job allows for the study of real-world data satisfaction scores and variability over extended periods. within a sample. ○ Example: Using company records to 2. Inferential Statistics: study patterns of absenteeism and turnover over several years. ○ Used to make inferences or draw conclusions about a population based 6. Focus Groups: on sample data. Common techniques ○ A qualitative method that involves include t-tests, ANOVA (Analysis of group discussions led by a facilitator Variance), and regression analysis. to gather diverse perspectives on a ○ Example: Using regression analysis specific topic. to predict employee performance based ○ Advantages: Generates rich data on factors like job satisfaction, and allows for the exploration of motivation, and training. complex or sensitive issues. 3. Factor Analysis: ○ Example: Conducting focus groups ○ A statistical method used to identify to explore employee attitudes toward underlying relationships between new workplace policies. variables by grouping them into 7. Experience Sampling Method (ESM): factors. ○ A technique where participants ○ Example: Conducting factor analysis report their thoughts, feelings, and on a job satisfaction survey to identify WEEK 3 key dimensions (e.g., pay, promotion, ○ Example: Analyzing the social work environment). network within a company to understand informal communication 4. Structural Equation Modeling patterns. (SEM): 8. Machine Learning and Big Data ○ A multivariate statistical technique Analytics: that allows the analysis of complex relationships between variables, ○ With the rise of technology, I-O including latent constructs. psychologists are increasingly using machine learning algorithms and big ○ Example: Using SEM to test a model data analytics to analyze large of organizational behavior that datasets for patterns and predictions. includes multiple predictors of employee performance and ○ Example: Using machine learning to engagement. predict employee turnover by analyzing large datasets from human 5. Multilevel Modeling (Hierarchical resource information systems (HRIS). Linear Modeling): ○ Used when data is nested, such as employees within teams or JOB ANALYSIS TECHNIQUES, JOB departments within organizations. DESCRIPTIONS, JOB DESIGN This method accounts for the PRINCIPLES, & WORK ANALYSIS hierarchical structure of the data. Job Analysis is a foundational process ○ Example: Examining how individual, in Industrial-Organizational (I-O) team, and organizational-level factors psychology that involves influence employee engagement. systematically studying a job to understand its essential duties, 6. Content Analysis: responsibilities, necessary skills, ○ A qualitative analysis technique that knowledge, and abilities. It serves as involves categorizing verbal or textual the basis for various human resource data to identify patterns, themes, or functions, including recruitment, meanings. selection, training, performance appraisal, and compensation. ○ Example: Analyzing interview transcripts to identify common themes Job Analysis Techniques related to employee motivation. 1. Observation Method: Involves 7. Network Analysis: directly observing employees as they perform their tasks. The observer ○ Used to examine the patterns of records the tasks, activities, and relationships or interactions within an behaviors associated with the job. organization, such as communication networks or social networks. WEEK 3 ○ Advantages: Provides a real-time, ○ Advantages: Cost-effective for large accurate picture of job tasks and numbers of jobs; allows for activities; useful for jobs that involve quantitative analysis. manual or observable tasks. ○ Limitations: May lack depth and ○ Limitations: Not effective for jobs context; relies on employee involving cognitive or non-observable understanding and honesty. tasks; observer presence may 4. Task Inventory Method: Involves influence employee behavior creating a comprehensive list of tasks (Hawthorne effect). performed in a job and asking job 2. Interview Method: Involves incumbents to rate the importance, interviewing employees, supervisors, frequency, and difficulty of each task. or subject matter experts (SMEs) to ○ Advantages: Provides detailed, gather detailed information about job quantitative data on specific job tasks; duties, responsibilities, and required useful for developing training skills. programs and performance appraisals. ○ Structured Interviews: Follow a set ○ Limitations: Time-consuming to list of questions to ensure consistency develop and administer; may require across different job incumbents. frequent updates to remain accurate. ○ Unstructured Interviews: Allow for 5. Critical Incident Technique (CIT): more open-ended responses and Focuses on identifying specific, exploration of complex job components. significant events (critical incidents) ○ Advantages: Provides in-depth where the employee's behavior was information and can capture the particularly effective or ineffective. nuances of a job. ○ Advantages: Provides insight into ○ Limitations: Time-consuming; the key behaviors that contribute to subject to bias or inaccuracies due to success or failure in a job; useful for self-reporting. developing selection criteria and performance appraisal systems. 3. Questionnaire Method: Uses standardized questionnaires to gather ○ Limitations: May overlook routine information about job tasks, job tasks; relies on accurate recall of responsibilities, and requirements. critical incidents by employees or Commonly used questionnaires supervisors. include the Position Analysis 6. Functional Job Analysis (FJA): A Questionnaire (PAQ) and the quantitative method that breaks down Fleishman Job Analysis System (F- jobs into specific tasks, and assigns JAS). ratings for various dimensions, such as data, people, and things. WEEK 3 ○ Advantages: Provides detailed, recruitment, selection, performance objective information on job management, and compensation. components; useful for job evaluation Components of a Job Description: and classification. 1. Job Title: The official title of the ○ Limitations: Can be complex and position, which should be clear, concise, requires training to use effectively. and reflective of the job's 7. Work Diary/Log Method: Involves responsibilities. employees maintaining a daily log or 2. Job Summary: A brief overview of diary of their activities and tasks, the job, outlining its primary purpose providing detailed information about and scope. job content over time. 3. Duties and Responsibilities: A ○ Advantages: Captures information detailed list of the essential tasks and on job tasks, time allocation, and task responsibilities associated with the job, frequency; useful for jobs with high typically in order of importance or variability. frequency. ○ Limitations: Time-consuming for 4. Qualifications: The required and employees; may lead to inaccuracies preferred qualifications, including due to self-reporting. education, experience, skills, 8. Competency Modeling: Focuses on certifications, and physical identifying the key competencies requirements. (skills, knowledge, abilities, and 5. Working Conditions: Information behaviors) required for successful job about the work environment, such as performance, rather than specific job location, physical demands, travel tasks. requirements, and hours. ○ Advantages: Aligns job analysis with 6. Reporting Relationships: A organizational strategy and goals; description of the job's position within useful for selection, training, and the organizational hierarchy, including career development. the title of the supervisor and any ○ Limitations: May lack specificity and direct reports. detail about job tasks; requires 7. Performance Standards: A frequent updates to remain relevant. description of the criteria used to Job Descriptions evaluate job performance. Job Descriptions are formal, written Purpose of Job Descriptions: documents that provide a summary of Recruitment and Selection: Serve as a job's essential functions, duties, a basis for job postings, responsibilities, and requirements. advertisements, and selection criteria. They serve as a key tool in WEEK 3 Performance Appraisal: Provide a 3. Task Significance: Jobs should have standard for evaluating employee a meaningful impact on others or the performance. organization, increasing employee motivation and satisfaction. Training and Development: Help identify training needs and ○ Example: Highlighting how the opportunities for employee employee's work contributes to the development. organization's goals or affects other people. Compensation: Provide a basis for determining salary ranges and 4. Autonomy: Jobs should provide compensation packages. employees with some degree of independence and control over how Legal Compliance: Ensure they perform their tasks. compliance with labor laws and regulations by clearly defining job ○ Example: Allowing employees to set duties and requirements. their own schedules or choose their methods for completing tasks. Job Design Principles 5. Feedback: Jobs should provide clear, Job Design refers to the process of direct feedback on performance to help organizing tasks, duties, and employees improve and stay motivated. responsibilities into a job structure that enhances employee satisfaction, ○ Example: Regular performance productivity, and organizational reviews, coaching sessions, or efficiency. immediate feedback mechanisms. Key Principles of Job Design: 6. Job Enrichment: Involves adding more meaningful tasks or 1. Skill Variety: Jobs should require a responsibilities to a job to increase its variety of skills and abilities to keep complexity and challenge. employees engaged and reduce monotony. ○ Example: Assigning decision-making authority, project management ○ Example: Rotating employees responsibilities, or leadership roles. through different tasks or providing opportunities to learn new skills. 7. Job Enlargement: Involves increasing the number of tasks or 2. Task Identity: Jobs should involve duties in a job to reduce monotony and completing a whole, identifiable piece increase engagement. of work, allowing employees to see the impact of their efforts. ○ Example: Adding new tasks that require similar skills to those already ○ Example: Assigning responsibility performed by the employee. for an entire project or a significant portion of a task. WEEK 3 8. Job Rotation: Involves moving 2. Role Analysis: Focuses on employees between different jobs or understanding the roles individuals tasks to increase variety and develop play within a team or organization, new skills. including their responsibilities, interactions, and relationships. ○ Example: Rotating employees between different departments or job ○ Example: Analyzing the roles within functions. a project team to ensure clarity of responsibilities and effective 9. Ergonomics: Designing jobs to fit collaboration. the physical capabilities and limitations of employees to promote 3. Task Analysis: Involves breaking health, safety, and efficiency. down a job into its constituent tasks and activities to identify the ○ Example: Adjusting workstation knowledge, skills, and abilities design, tools, or equipment to reduce required for successful performance. strain or injury risk. ○ Example: Analyzing the tasks Work Analysis involved in customer service to Work Analysis is a broader term that develop training programs or encompasses various methods of performance metrics. examining and understanding 4. Competency Analysis: Identifies the work and its context within an competencies (skills, knowledge, organization. While job analysis abilities, and behaviors) necessary for focuses on individual jobs, work successful performance in a role or analysis organization. considers the broader context, ○ Example: Defining the competencies including workflows, processes, and required for leadership positions and organizational dynamics. using them to guide selection and development. Components of Work Analysis: 5. Process Analysis: Examines 1. Workflow Analysis: Involves organizational processes and how they examining how work flows through an contribute to overall performance, organization, including the tasks, efficiency, and effectiveness. activities, and processes involved in producing goods or services. ○ Example: Analyzing the hiring process to identify areas for ○ Example: Mapping the sequence of improvement, such as reducing time- steps required to complete a product, to-hire or increasing candidate quality. from raw materials to finished goods, to identify bottlenecks or inefficiencies. 6. Contextual Analysis: Considers the broader organizational context, WEEK 3 including culture, structure, and ○ Methods: external factors that influence work. Internal Job Postings: Advertising ○ Example: Analyzing how vacancies within the organization to organizational culture impacts current employees. employee engagement and job Employee Referrals: Encouraging satisfaction. employees to refer qualified RECRUITMENT STRATEGIES, candidates for open positions. SELECTION PROCESSES, Succession Planning: Identifying PSYCHOLOGICAL TESTING, & and developing internal talent to fill ASSESSMENT CENTERS future leadership roles. Recruitment and selection are critical ○ Advantages: functions in Human Resource Management (HRM) and Industrial- Increases employee morale and Organizational (I-O) Psychology. The motivation. effectiveness of these processes Reduces recruitment costs and time. directly impacts an organization's ability to attract, hire, and retain Leverages existing organizational talented individuals who contribute to knowledge and culture fit. achieving organizational goals. ○ Limitations: Psychological testing and assessment centers are tools that enhance these May limit diversity and innovation. processes by providing objective data Can create internal competition and on candidate abilities, personality, and tension. job fit. May result in a limited pool of Recruitment Strategies candidates. Recruitment involves identifying and 2. External Recruitment: attracting potential candidates to fill current or future job vacancies. ○ Definition: The process of attracting Effective recruitment strategies are candidates from outside the tailored to the organization’s needs, organization. culture, and the specific job roles being filled. ○ Methods: 1. Internal Recruitment: Job Advertisements: Posting vacancies on job boards, company ○ Definition: The process of filling job websites, social media, and industry vacancies with current employees, publications. often through promotions, transfers, or internal job postings. WEEK 3 Recruitment Agencies and Diversity Recruitment Programs: Headhunters: Engaging third-party Targeting underrepresented groups to recruiters to find specialized talent. enhance workplace diversity. Campus Recruitment: Partnering Passive Candidate Recruitment: with educational institutions to recruit Reaching out to candidates who are recent graduates or interns. not actively seeking new job opportunities. Networking Events and Job Fairs: Participating in industry events to Employer Branding: Creating a meet potential candidates. positive image of the organization to attract high-quality candidates. Social Media Recruiting: Using platforms like LinkedIn, Twitter, and ○ Advantages: Facebook to engage with potential Helps meet strategic goals, such as candidates. increasing diversity or filling hard-to- ○ Advantages: fill positions. Expands the candidate pool and Improves the quality of hire by increases diversity. targeting specific skills or competencies. Brings new skills, perspectives, and ideas into the organization. ○ Limitations: Helps fill positions where internal Requires a clear understanding of candidates are not available. target audiences. ○ Limitations: May require specialized recruitment channels or strategies. Can be more time-consuming and costly. 4. E-Recruitment: May require more onboarding and ○ Definition: Utilizing online tools and training. technologies to attract and manage candidates. External candidates may take longer to adapt to the organization's culture. ○ Methods: 3. Targeted Recruitment: Applicant Tracking Systems (ATS): Software that automates and manages ○ Definition: Focusing recruitment the recruitment process. efforts on specific groups, such as those with particular skills, experience Online Job Portals: Posting job levels, or diversity characteristics. advertisements on websites like Indeed, Glassdoor, or LinkedIn. ○ Methods: WEEK 3 Social Media Recruiting: Using forms to ensure consistency in platforms like LinkedIn, Twitter, and information provided. Facebook for outreach and Phone or Video Screening: engagement. Conducting brief interviews to assess ○ Advantages: basic qualifications, motivation, and cultural fit. Increases reach and visibility of job postings. 2. Interviews: A widely used selection tool to assess candidates’ qualifications, Reduces recruitment time and costs. experience, and fit for the job. Facilitates easier management and ○ Types: tracking of applications. Structured Interviews: Use a ○ Limitations: standardized set of questions to May exclude candidates without evaluate all candidates consistently. internet access or digital literacy. Unstructured Interviews: Allow for a Can result in a large number of more open-ended conversation, unqualified applicants. providing flexibility to explore specific areas in-depth. Selection Processes Behavioral Interviews: Focus on Selection involves evaluating and past behavior as an indicator of future choosing the most suitable candidates performance (e.g., "Tell me about a from the recruitment pool. A well- time when..."). designed selection process ensures that the right candidates are matched Situational Interviews: Assess how to the right jobs, reducing turnover candidates would handle hypothetical and enhancing organizational job-related situations. performance. ○ Advantages: 1. Pre-Screening: Involves initial Provide a personal assessment of screening of applications to filter out candidates. candidates who do not meet the minimum qualifications or job Allow for clarification of resume requirements. details and exploration of interpersonal skills. ○ Methods: ○ Limitations: Resume Screening: Reviewing resumes for relevant experience, skills, Subject to interviewer bias. and qualifications. Can be time-consuming and costly. Application Forms: Requiring candidates to complete standardized WEEK 3 3. Work Sample Tests: Involve having Case Studies and Presentations: candidates perform tasks or activities Evaluate analytical, problem-solving, that are representative of the job. and presentation skills. ○ Examples: ○ Advantages: Writing a report, coding a program, Provides a holistic evaluation of conducting a sales pitch, or solving candidates’ competencies. job-relevant problems. High predictive validity for ○ Advantages: managerial and leadership roles. Provide a realistic preview of job ○ Limitations: tasks and conditions. Expensive and time-consuming to High predictive validity for job conduct. performance. Requires trained assessors and a ○ Limitations: controlled environment. Can be expensive and time- 5. Psychological Testing: Uses consuming to develop and administer. standardized tests to assess candidates' cognitive abilities, May require extensive preparation personality traits, and other relevant or training for candidates. psychological attributes. 4. Assessment Centers: A ○ Types: comprehensive approach that uses multiple assessment methods (e.g., Cognitive Ability Tests: Measure simulations, exercises, interviews) to reasoning, memory, problem-solving, evaluate candidates’ competencies. and analytical skills. ○ Components: Personality Tests: Assess traits such as conscientiousness, emotional In-Basket Exercises: Simulate stability, and extraversion (e.g., Big typical job tasks, such as responding Five Personality Inventory). to emails or prioritizing tasks. Situational Judgment Tests (SJTs): Role-Playing Exercises: Evaluate Present candidates with job-related interpersonal skills, decision-making, scenarios and assess their judgment and conflict resolution through and decision-making. simulated scenarios. Integrity Tests: Measure candidates' Group Discussions: Assess honesty, reliability, and ethical communication, leadership, and behavior. teamwork skills. ○ Advantages: WEEK 3 Provide objective, standardized including verbal, numerical, and measures of relevant attributes. spatial reasoning. High predictive validity for cognitive ○ Examples: Wonderlic Personnel Test, ability tests. Raven's Progressive Matrices. ○ Limitations: ○ Advantages: Strong predictor of job performance, especially for complex Potential for test anxiety or adverse roles. impact. ○ Limitations: May result in adverse Require careful selection and impact if not carefully designed and validation to ensure fairness and validated. relevance. 2. Personality Tests: Assess 6. Background Checks and References: personality traits that predict job- Verifying candidates' employment related behaviors. history, education, criminal record, and professional references to ensure ○ Examples: Big Five Personality accuracy and integrity. Inventory (measures traits like extraversion, conscientiousness), ○ Advantages: Myers-Briggs Type Indicator (MBTI). Reduces the risk of hiring ○ Advantages: Help assess cultural fit, candidates with false qualifications or teamwork potential, and leadership a history of misconduct. style. ○ Limitations: ○ Limitations: May lack predictive Time-consuming and may raise validity for certain jobs; can be privacy concerns. influenced by social desirability bias. Limited predictive validity for job 3. Situational Judgment Tests (SJTs): performance. Present candidates with realistic, hypothetical scenarios related to the Psychological Testing job and ask them to choose or rank the Psychological Testing involves using best responses. standardized instruments to assess ○ Advantages: High face validity and individual differences in cognitive relevance; measure judgment, abilities, personality, interests, and decision-making, and problem-solving. other psychological traits. These tests are often used in selection to predict ○ Limitations: Development is time- job performance and identify the best consuming and requires job-specific candidates for specific roles. customization. 1. Cognitive Ability Tests: Measure an 4. Integrity Tests: Assess honesty, individual’s general mental capacity, reliability, and ethical behavior, often WEEK 3 through questions about attitudes Are there any external factors (e.g., toward theft, dishonesty competition, regulations) that necessitate training? What resources are available for training? TRAINING NEEDS ANALYSIS, ○ Methods: TRAINING DESIGN, LEARNING THEORIES, & TRAINING Reviewing strategic plans, EVALUATION performance metrics, and market conditions. Training and development are crucial components in enhancing employee Conducting interviews with senior performance and achieving management and stakeholders. organizational goals. Industrial- 2. Task Analysis: Identifies the specific Organizational (I-O) psychologists use tasks, duties, and responsibilities that systematic methods to identify employees need to perform and the training needs, design effective knowledge, skills, and abilities (KSAs) programs, apply learning theories, and required to perform them effectively. evaluate training outcomes to ensure that training initiatives deliver value. ○ Key Questions: Training Needs Analysis (TNA) What are the key tasks and responsibilities associated with the job? Training Needs Analysis (TNA) is the first step in the training process and What KSAs are necessary to perform involves identifying gaps between the these tasks? current and desired performance ○ Methods: levels of employees. The goal of TNA is to determine whether training is Job analysis, observation, task needed, what type of training is inventory, interviews with job required, and who should receive it. incumbents and supervisors. Components of TNA: 3. Person Analysis: Determines which employees need training and what 1. Organizational Analysis: Examines specific gaps exist in their the organization’s goals, strategies, performance. and environment to determine how training can support organizational ○ Key Questions: objectives. Who needs training? ○ Key Questions: What is the current level of What are the strategic goals of the employee performance compared to organization? desired levels? WEEK 3 Are there factors other than lack of Cognitive Objectives: Focus on skills or knowledge contributing to knowledge and intellectual skills (e.g., performance gaps (e.g., motivation, understanding a process or concept). resources)? Behavioral Objectives: Focus on ○ Methods: skills and behaviors (e.g., performing a task or demonstrating a skill). Performance appraisals, employee self-assessments, 360-degree feedback, Affective Objectives: Focus on surveys, and tests. attitudes, values, and emotions (e.g., developing a positive attitude toward 4. Competency Analysis: Focuses on teamwork). identifying the competencies (i.e., behaviors, skills, and knowledge) ○ SMART Criteria: Objectives should required to achieve superior be Specific, Measurable, Achievable, performance. Relevant, and Time-bound. ○ Key Questions: 2. Training Methods: Selecting appropriate training methods based on What are the key competencies the learning objectives, target needed for success in specific roles or audience, and available resources. functions? ○ Types: ○ Methods: On-the-Job Training (OJT): Competency modeling, focus groups Learning by doing the job under the with subject matter experts (SMEs), guidance of an experienced employee and analyzing best practices. or supervisor. Training Design Classroom Training: Traditional Training Design refers to creating an instructor-led training sessions in a effective training program that classroom setting. addresses the identified needs. It E-Learning: Online courses, involves defining learning objectives, webinars, and virtual training selecting appropriate training sessions. methods, developing content, and planning delivery. Simulations and Role-Playing: Replicating job situations to provide Key Elements of Training Design: hands-on experience. 1. Learning Objectives: Clearly Mentoring and Coaching: One-on- defined statements outlining what one guidance and feedback from trainees should know, be able to do, or experienced mentors or coaches. feel as a result of the training. Blended Learning: A combination of ○ Types: different training methods, such as WEEK 3 online modules and in-person group to identify potential issues and workshops. make necessary adjustments. 3. Training Content Development: ○ Benefits: Developing the instructional materials, Provides feedback on the activities, and resources needed for effectiveness and clarity of the the training program. training materials and methods. ○ Considerations: Identifies logistical challenges and Align content with learning areas for improvement. objectives. Learning Theories Ensure content is engaging, relevant, Learning Theories provide a and easily understandable. foundation for understanding how Use multimedia elements (e.g., people acquire knowledge and skills videos, interactive quizzes) to enhance and can be applied to design effective engagement. training programs. 4. Training Delivery: Planning and 1. Behavioral Learning Theory: implementing the logistics of the Focuses on observable behaviors and training program, including the effects of reinforcement and scheduling, venue, trainers, and punishment on learning. materials. ○ Key Concepts: ○ Considerations: Positive Reinforcement: Trainer selection and preparation: Encouraging desired behaviors by Ensure trainers are knowledgeable, offering rewards skilled, and capable of delivering (e.g., praise, promotions). content effectively. Negative Reinforcement: Delivery environment: Ensure a Strengthening desired behaviors by conducive learning environment (e.g., removing negative stimuli (e.g., comfortable space, necessary reducing micromanagement). equipment). Punishment: Discouraging Participant engagement: Use undesired behaviors by applying interactive techniques (e.g., negative consequences. discussions, group activities) to keep Shaping: Reinforcing successive trainees engaged. approximations of a desired behavior. 5. Pilot Testing: Conducting a trial run ○ Application in Training: of the training program with a small WEEK 3 Use reinforcement to encourage Observational Learning: Learning participation and engagement (e.g., occurs by watching others and providing certificates, incentives). modeling their behavior. Incorporate practice and repetition Vicarious Reinforcement: Learning to strengthen learning. is reinforced by observing the rewards or punishments others receive. 2. Cognitive Learning Theory: Self-Efficacy: Belief in one's ability ○ Emphasizes the mental processes to perform a task influences involved in learning, such as motivation and learning. perception, memory, and problem- solving. ○ Application in Training: ○ Key Concepts: Use role models, mentors, or peer learning to demonstrate desired Information Processing: Learning behaviors. involves encoding, storing, and retrieving information. Incorporate group activities and feedback sessions to enhance social Schema Theory: Knowledge is learning. organized into mental frameworks (schemas) that help process new 4. Andragogy (Adult Learning Theory): information. Focuses on how adults learn and the specific needs of adult learners. Constructivism: Learners actively construct their knowledge based on ○ Key Principles: their experiences. Self-Directed Learning: Adults ○ Application in Training: prefer to take responsibility for their learning. Present information in organized, meaningful ways (e.g., chunking, Experience-Based Learning: Adults concept mapping). draw on their life experiences as a resource for learning. Encourage active learning through discussions, case studies, and problem- Relevance-Oriented Learning: solving exercises. Adults are motivated to learn when content is relevant to their job or 3. Social Learning Theory: Proposes personal goals. that people learn by observing others, imitating behaviors, and receiving Problem-Centered Learning: feedback. Adults prefer practical, problem- ○ Key Concepts: solving approaches over theoretical learning. ○ Application in Training: WEEK 3 Design training programs that allow Models of Training Evaluation: self-directed learning (e.g., self-paced 1. Kirkpatrick’s Four-Level Model: A modules). widely used framework that evaluates training effectiveness at four levels: Include practical, real-world scenarios that apply to participants' ○ Level 1: Reaction: Measures work contexts. participants' immediate reactions to the training (e.g., satisfaction, 5. Experiential Learning Theory: engagement). Emphasizes learning through experience and reflection. Methods: Surveys, feedback forms, participant interviews. ○ Key Concepts: Example Questions: Did the trainees Concrete Experience: Learning find the training relevant and begins with a specific experience or engaging? Were they satisfied with the activity. delivery method? Reflective Observation: Reflecting on ○ Level 2: Learning: Measures the the experience to understand it. extent to which participants acquired Abstract Conceptualization: the intended knowledge, skills, or Formulating theories or concepts attitudes. based on reflections. Methods: Pre- and post-tests, Active Experimentation: Applying quizzes, practical demonstrations, new concepts in practice to test their role-plays. validity. Example Questions: Did the trainees ○ Application in Training: acquire the new skills or knowledge? How much did their knowledge Incorporate hands-on activities, increase from pre-training to post- simulations, and real-life problem- training? solving tasks. ○ Level 3: Behavior: Assesses changes Encourage reflection through group in participants' behavior and discussions or reflective journaling. application of learning on the job. Training Evaluation Methods: Observations, 360-degree Training Evaluation is the process of feedback, self-assessment, supervisor assessing the effectiveness of a feedback. training program. It helps determine Example Questions: Are trainees whether the training achieved its applying what they learned on the job? objectives, improved performance, and Has there been a change in their work provided a return on investment (ROI). behavior or performance? WEEK 3 ○ Level 4: Results: Measures the 4. Brinkerhoff ’s Success Case Method: impact of training on organizational Focuses on identifying and analyzing outcomes (e.g., productivity, quality, the most and least successful cases of customer satisfaction). training to understand the factors contributing to success or failure. Methods: Key performance indicators (KPIs), ROI analysis, cost- ○ Methods: Interviews, case studies, benefit analysis. storytelling Example Questions: Has the PERFORMANCE APPRAISAL training led to improved TECHNIQUES, FEEDBACK organizational performance? What is SYSTEMS, & PERFORMANCE the financial return on the training IMPROVEMENT STRATEGIES investment? Performance appraisal is a systematic 2. The CIPP Model (Context, Input, process of evaluating employees’ job Process, Product): Focuses on performance, providing feedback, and evaluating the context, input, process, identifying areas for improvement. and product of a training program. Effective performance management not only assesses individual ○ Context Evaluation: Assesses the performance but also aligns it with training environment and needs. organizational goals, promotes ○ Input Evaluation: Evaluates the employee development, and drives resources, strategies, and plans used overall business success. for training. Performance Appraisal Techniques ○ Process Evaluation: Monitors the Performance appraisal techniques are implementation of training. methods used to assess employee ○ Product Evaluation: Measures the performance in a structured manner. outcomes and effectiveness of training. The choice of technique depends on the organization's goals, job roles, and 3. The Phillips ROI Model: An the competencies being evaluated. extension of Kirkpatrick’s model that adds a fifth level focusing on Return 1. Traditional Appraisal Methods: on Investment (ROI). ○ Graphic Rating Scale: ○ Level 5: ROI: Compares the Definition: Rates employees on a monetary benefits of training to the predefined scale for various traits or costs to calculate ROI. behaviors (e.g., communication skills, Formula: ROI (%) = [(Benefits – teamwork, punctuality). Costs) / Costs] × 100. Method: Supervisors assign ○ Methods: Cost-benefit analysis, numerical ratings (e.g., 1-5) or financial metrics. qualitative descriptors (e.g., WEEK 3 “Excellent,” “Good,” “Needs a time, to determine relative Improvement”) for each trait. performance. Advantages: Method: Each comparison results in a win or loss, and employees are Easy to administer and understand. ranked based on their total scores. Allows for quantitative comparisons Advantages: across employees. Effective for small groups; reduces Limitations: bias by forcing a decision between May be subject to rater biases (e.g., pairs. leniency or severity bias). Limitations: Can lack specificity and may not Impractical for large groups; time- capture nuanced aspects of consuming. performance. Can create conflicts and reduce ○ Ranking Method: morale. Definition: Ranks employees in ○ Critical Incident Method: order of their performance from best to worst. Definition: Focuses on specific, documented examples of particularly Method: Supervisors compare effective or ineffective behavior related employees against each other rather to job performance. than against a standard. Method: Supervisors maintain a log Advantages: of incidents and use these examples to Simple to implement; clearly evaluate performance. differentiates high and low performers. Advantages: Useful for decisions related to Provides specific, concrete examples promotions or layoffs. of performance. Limitations: Focuses on observable behaviors Creates a competitive environment that are job-relevant. that may undermine teamwork. Limitations: Does not provide specific feedback or Requires diligent record-keeping; developmental guidance. may overlook consistent, day-to-day ○ Paired Comparison Method: performance. Definition: Compares each employee Can be biased if incidents are not with every other employee, one pair at recorded systematically. WEEK 3 ○ Essay Method: Limitations: Definition: Involves writing a Can be time-consuming and costly to detailed narrative description of an administer. employee’s performance. May lead to biased or inaccurate Method: Supervisors write essays feedback if raters are not properly highlighting strengths, weaknesses, trained. and areas for improvement. ○ Management by Objectives (MBO): Advantages: Definition: Involves setting specific, Provides a comprehensive, measurable goals jointly agreed upon qualitative assessment. by employees and their managers. Allows flexibility in describing Method: Employees and managers performance. periodically review progress toward achieving these goals. Limitations: Advantages: Time-consuming and can be highly subjective. Aligns individual performance with organizational objectives. Difficult to compare across employees or departments. Promotes clarity, motivation, and accountability. 2. Modern Appraisal Methods: Limitations: ○ 360-Degree Feedback: May neglect qualitative aspects of Definition: Collects feedback from performance. multiple sources, including supervisors, peers, subordinates, and Requires continuous monitoring and sometimes customers. may become cumbersome. Method: Participants provide ○ Behaviorally Anchored Rating anonymous feedback on an employee’s Scales (BARS): performance, which is then aggregated Definition: Combines elements of the and analyzed. graphic rating scale and critical Advantages: incident method by rating behaviors on a scale, anchored by specific Provides a comprehensive view of an behavioral examples. employee’s performance from multiple perspectives. Method: Each point on the scale is defined by a behavior that exemplifies Encourages self-awareness and a particular level of performance. promotes personal development. WEEK 3 Advantages: (e.g., top 20%, middle 70%, bottom 10%). Reduces rater bias and increases consistency and validity. Method: Managers must allocate a fixed percentage of employees to each Provides specific, behavioral performance category. feedback. Advantages: Limitations: Helps identify top and bottom Time-consuming to develop and performers. requires job-specific customization. Encourages differentiation in Can be complex to administer. performance ratings. ○ Balanced Scorecard: Limitations: Definition: Assesses employee Can be demotivating and lead to performance across multiple perceptions of unfairness. dimensions, such as financial, customer, internal process, and May force artificial distinctions learning and growth. among employees. Method: Uses a combination of Feedback Systems quantitative and qualitative measures Feedback is a critical component of to provide a holistic view of performance management, facilitating performance. communication between employees Advantages: and managers about performance expectations, achievements, and areas Aligns individual performance with for improvement. broader organizational strategy. 1. Types of Feedback: Encourages balanced focus across multiple performance areas. ○ Formal Feedback: Limitations: Provided during structured performance appraisal sessions. Can be complex to implement and maintain. Often involves documented assessments, ratings, and discussions Requires careful selection of metrics of performance over a specific period to avoid an overemphasis on certain (e.g., annual or biannual reviews). areas. Advantages: ○ Forced Distribution Method: Provides a comprehensive overview Definition: Involves categorizing of performance. employees into performance groups WEEK 3 Establishes a formal record that can Supports a culture of continuous be used for promotion, compensation, improvement and agility. or developmental purposes. Limitations: Limitations: May overwhelm employees with Can be infrequent, leading to excessive feedback. delayed feedback. Requires careful management to May focus too much on evaluation ensure quality and relevance. rather than development. ○ Peer Feedback: ○ Informal Feedback: Collected from colleagues or team Occurs more frequently, often in day- members who work closely with the to-day interactions between managers employee. and employees. Provides insights into behaviors and Can be verbal, quick, and specific to performance that may not be visible to particular tasks or situations. supervisors. Advantages: Advantages: Provides timely feedback, allowing Enhances objectivity by for immediate improvement. incorporating multiple perspectives. Enhances communication and trust Encourages a collaborative and between employees and managers. inclusive work environment. Limitations: Limitations: May lack consistency and May be biased by personal documentation. relationships or conflicts. Can be perceived as biased or Can be uncomfortable if not handled unclear if not delivered properly. sensitively. ○ Real-Time Feedback: ○ Upward Feedback: Provides continuous feedback on an Collected from subordinates to ongoing basis, often facilitated by assess a manager’s leadership, digital tools and platforms. communication, and management style. Advantages: Advantages: Allows for immediate correction and reinforcement. Provides valuable insights for managerial development. WEEK 3 Promotes a culture of openness and Describes the situation, the task, the accountability. action taken by the employee, and the result of that action. Limitations: Provides a clear framework for both May result in biased or cautious positive and corrective feedback. feedback if anonymity is not ensured. Performance Improvement Strategies Can create tension if not managed properly. Performance improvement strategies focus on enhancing employee 2. Effective Feedback Delivery: performance and addressing ○ Characteristics of Effective performance gaps through targeted Feedback: interventions, development, and support. Specific: Focuses on concrete behaviors and examples rather than 1. Goal Setting and Action Plans: vague generalizations. ○ SMART Goals: Set Specific, Timely: Given as close to the Measurable, Achievable, Relevant, and performance event as possible to Time-bound goals to provide clear maximize relevance and impact. direction and expectations. Constructive: Offers suggestions for ○ Action Plans: Develop concrete steps improvement and emphasizes growth that employees need to take to achieve and development. their goals. Include deadlines, resources needed, and metrics for Balanced: Combines positive measuring progress. reinforcement with areas for development. ○ Regular Review: Conduct regular progress reviews and adjust goals and Clear and Actionable: Provides clear action plans as needed. expectations and guidance on how to improve performance. 2. Coaching and Mentoring: ○ Feedback Models: ○ Coaching: A collaborative, one-on- one process where managers or SBI Model (Situation-Behavior- external coaches provide guidance, Impact): support, and feedback to employees. Describes the specific situation, the ○ Mentoring: Involves pairing observed behavior, and the impact of employees with more experienced that behavior. colleagues who provide career TAR Model (Situation-Task-Action- guidance, share knowledge, and help Result): navigate workplace challenges. ○ WEEK 3 Benefits: ○ Benefits: Provides personalized development Provides a clear path for opportunities. improvement and accountability. Enhances employee engagement, Can help avoid involuntary motivation, and retention. termination by offering employees a chance to improve. 3. Training and Development Programs: 5. Job Redesign: ○ Targeted Training: Offer specific ○ Definition: Modifying job roles, training programs tailored to the responsibilities, or tasks to better identified skill gaps or performance align with employees’ strengths, issues. motivations, or career aspirations. ○ Cross-Training: Allow employees to ○ Approaches: learn and perform tasks outside their Job Enrichment: Adding more usual responsibilities, broadening meaningful tasks or responsibilities to their skill set and fostering make a job more rewarding. adaptability. Job Rotation: Moving employees ○ Leadership Development: Provide between different roles or departments programs focused on developing to enhance skills and prevent burnout. leadership and management skills. Job Enlargement: Expanding the 4. Performance Improvement Plans scope of a job by adding more tasks at (PIPs): the same level of responsibility. ○ Definition: A formal, structured plan 6. Recognition and Reward Programs: designed to help employees improve specific areas of their performance ○ Recognition: Acknowledging and within a set timeframe. celebrating employee achievements, both informally (e.g., verbal praise, ○ Components: thank-you notes) and formally (e.g., Clear identification of performance employee awards, bonuses). deficiencies. ○ Rewards: Offering financial and non- Specific, measurable objectives and financial incentives (e.g., bonuses, expectations. promotions, flexible work arrangements) to motivate and Actions required to achieve desired reinforce desired behaviors. performance levels. ○ Benefits: Timelines for review and progress monitoring. Enhances employee motivation, engagement, and job satisfaction. WEEK 3 Reinforces a culture of high motivation theories provide performance and continuous frameworks for understanding what improvement. drives employee behavior, while job satisfaction and employee engagement 7. Work Environment Improvements: focus on creating a work environment ○ Physical Environment: Optimize the that fosters commitment and physical workspace to enhance comfort, productivity. productivity, and safety. Motivation Theories ○ Psychological Environment: Foster a Motivation theories provide insights positive workplace culture that into the factors that influence promotes trust, collaboration, and employees' motivation and behavior. respect. These theories help managers design ○ Work-Life Balance: Encourage strategies to enhance motivation, job practices that support employees' satisfaction, and performance. work-life balance, such as flexible 1. Maslow’s Hierarchy of Needs: work schedules or remote work options. ○ Overview: 8. Technology and Tools: Developed by Abraham Maslow, this ○ Performance Management Software: theory suggests that human needs are Use digital tools to track performance arranged in a hierarchy, and metrics, provide real-time feedback, individuals are motivated to satisfy and facilitate communication between their basic needs before progressing to managers and employees. higher-level needs. ○ Data Analytics: Utilize data to ○ Hierarchy of Needs: identify performance trends, predict future needs, and make informed Physiological Needs: Basic survival decisions about performance needs such as food, water, shelter, and management strategies. clothing. Safety Needs: Needs for security, stability, and protection from harm MOTIVATION THEORIES, JOB (e.g., job security, safe working SATISFACTION, AND EMPLOYEE conditions). ENGAGEMENT Social Needs: Needs for belonging, Understanding what motivates love, and interpersonal relationships employees and how to enhance job (e.g., friendships, teamwork). satisfaction and engagement is crucial for organizations aiming to achieve Esteem Needs: Needs for self-esteem, high performance, low turnover, and respect, recognition, and achievement. overall organizational success. Several WEEK 3 Self-Actualization Needs: Needs for Improve hygiene factors to eliminate personal growth, self-fulfillment, and job dissatisfaction. realizing one’s full potential. Focus on motivators to enhance job ○ Application to the Workplace: satisfaction and drive motivation. Ensure that employees' basic needs 3. Vroom’s Expectancy Theory: (e.g., fair compensation, safe work ○ Overview: environment) are met. Developed by Victor Vroom, this Foster a supportive work culture theory suggests that motivation is that promotes belonging and based on the expectation that certain teamwork. behaviors will lead to desired Provide opportunities for recognition, outcomes. It focuses on three key advancement, and personal components: expectancy, development. instrumentality, and valence. 2. Herzberg’s Two-Factor Theory ○ Key Components: (Motivation-Hygiene Theory): Expectancy: The belief that one’s ○ Overview: effort will lead to successful performance (e.g., “If I work hard, I Proposed by Frederick Herzberg, will achieve the desired performance this theory distinguishes between two level”). sets of factors that affect motivation: hygiene factors and motivators. Instrumentality: The belief that successful performance will lead to a ○ Hygiene Factors: desired outcome (e.g., “If I achieve the Factors that do not motivate desired performance level, I will employees directly but, if absent or receive a reward”). inadequate, cause dissatisfaction (e.g., Valence: The value an individual salary, company policies, working places on the outcome or reward (e.g., conditions, job security, interpersonal “I value the reward I will receive”). relationships). ○ Application to the Workplace: ○ Motivators: Ensure employees have the Factors that lead to higher levels of resources, training, and support motivation and job satisfaction (e.g., needed to achieve their goals (enhance achievement, recognition, expectancy). responsibility, opportunities for growth and advancement). Clearly link performance to rewards (increase instrumentality). ○ Application to the Workplace: WEEK 3 Understand and offer rewards that ○ Overview: employees value (increase valence). Developed by Edward Deci and 4. McClelland’s Theory of Needs Richard Ryan, SDT suggests that (Acquired Needs Theory): people are motivated by intrinsic and extrinsic factors and that motivation is ○ Overview: highest when they fulfill three basic Developed by David McClelland, this psychological needs: autonomy, theory identifies three primary needs competence, and relatedness. that drive motivation: the need for Autonomy: The need to feel in achievement, the need for affiliation, control of one's own behavior and goals. and the need for power. Competence: The need to gain ○ Key Needs: mastery of tasks and feel effective in Need for Achievement (nAch): The one’s activities. desire to excel, achieve in relation to a Relatedness: The need to feel set of standards, and succeed. connected to others and to experience Need for Affiliation (nAff): The a sense of belonging. desire for friendly and close ○ Application to the Workplace: interpersonal relationships. Create opportunities for employees Need for Power (nPow): The desire to make choices and have input into to control or influence others, be their work (promote autonomy). influential, and have authority. Provide training, feedback, and ○ Application to the Workplace: challenges to help employees feel Identify employees' dominant needs competent in their roles. and tailor motivational strategies Foster a supportive work accordingly. environment that encourages social Assign challenging tasks and set connections and collaboration. performance goals for those with a 6. Adams’ Equity Theory: high need for achievement. ○ Overview: Promote collaboration and teamwork for those with a high need for Developed by John Stacy Adams, affiliation. this theory posits that employees are motivated when they perceive fairness Offer leadership opportunities and in the workplace. It emphasizes the decision-making authority for those importance of balancing inputs (e.g., with a high need for power. effort, skills) with outputs (e.g., 5. Self-Determination Theory (SDT): rewards, recognition). WEEK 3 ○ Key Components: Opportunities for Growth: Availability of career development, Employees compare their input- training, and promotion opportunities. output ratio to that of others (e.g., colleagues) to determine fairness. ○ Extrinsic Factors: Perceived inequity can lead to Compensation and Benefits: Fair decreased motivation, dissatisfaction, and competitive salary, bonuses, and or efforts to restore equity (e.g., benefits. reduced effort, seeking higher Work Environment: Safe, compensation). comfortable, and well-equipped ○ Application to the Workplace: workspace. Ensure transparent and fair reward Work-Life Balance: Flexibility in systems. work schedules, remote work options, and supportive policies for personal Regularly communicate with needs. employees to understand their perceptions of equity. ○ Organizational Factors: Address perceived inequities Leadership Style: Supportive and promptly and fairly. transparent leadership that values employee input. Job Satisfaction Organizational Culture: A positive Job satisfaction is the extent to which culture that promotes trust, respect, employees feel content, fulfilled, and and inclusivity. satisfied with their job roles, work environment, and overall work Job Security: Confidence in the experience. High job satisfaction is stability and security of one's associated with positive outcomes such employment. as increased productivity, reduced 2. Measurement of Job Satisfaction: turnover, and improved morale. ○ Job Descriptive Index (JDI): 1. Factors Influencing Job Satisfaction: Assesses satisfaction with five facets: ○ Intrinsic Factors: work itself, pay, promotion opportunities, supervision, and co- Nature of Work: Employees tend to workers. be more satisfied when their work is meaningful, challenging, and engaging. ○ Minnesota Satisfaction Questionnaire (MSQ): Measures Recognition and Achievement: satisfaction with 20 different job facets, Regular acknowledgment and such as ability utilization, appreciation of employees' achievement, and compensation. contributions. WEEK 3 ○ Single Global Rating: Uses a single ○ Work-Life Balance: Flexibility and question to measure overall job support for work-life balance reduce satisfaction (e.g., “How satisfied are stress and increase engagement. you with your job?”). 2. Measurement of Employee Employee Engagement Engagement: Employee engagement is the level of ○ Engagement Surveys: Regular commitment, passion, and enthusiasm surveys that assess employee attitudes, employees have toward their work and satisfaction, and engagement levels. organization. Engaged employees are ○ Pulse Surveys: Frequent, short motivated to contribute to surveys to gauge real-time employee organizational success, often going sentiment and engagement. above and beyond their job requirements. ○ Focus Groups and Interviews: In- depth discussions to understand the 1. Key Drivers of Employee drivers and barriers of engagement. Engagement: ○ Performance Metrics: Analyzing ○ Meaningful Work: Employees are metrics such as productivity, more engaged when they find their absenteeism, and turnover to gauge work purposeful and aligned with engagement levels. their values. 3. Strategies to Enhance Employee ○ Leadership and Communication: Engagement: Transparent communication, clear vision, and strong leadership ○ Create a Positive Work Culture: contribute to higher engagement. Foster a culture of trust, respect, and collaboration. ○ Recognition and Appreciation: Regular recognition of employee ○ Provide Growth Opportunities: Offer achievements fosters a sense of value training, development programs, and and belonging. career advancement paths. ○ Career Development: Opportunities ○ Encourage Employee Voice: Promote for learning, growth, and career open communication and encourage advancement keep employees employees to share their ideas and motivated and engaged. feedback. ○ Autonomy and Empowerment: ○ Recognize and Reward Employees feel more engaged when Contributions: Regularly acknowledge they have autonomy and ownership of and reward employees for their hard their work. work and achievements. ○ Promote Work-Life Balance: Implement policies and practices that WEEK 3 support employees' personal and professional well-being.