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Leading, Motivating and Evaluating Employees
Human Resources Strategic Business Planning for Commercial Producers ? Purdue University, Center for Food and Agricultural Business, 2002 Leading, Motivating and Evaluating Employees Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University A paradigm about employees: You can buy people’s time; you can buy their physical presence at a given place; you can even buy a measured number of their skilled muscular motions per hour. But you cannot buy the devotion of their hearts, minds, or souls. You must earn these. A paradigm about jobs: Fall in love with your job and keep the romance alive. Sure, your employer will benefit if you’re committed but not as much as you will. High job commitment is a gift you should give yourself. The top manager’s perspective Mission Goals Tactics Tasks Job analysis Duties and responsibilities Job descriptions Human resource management success Success comes from attracting, developing, and maintaining an effective workforce. Our focus is just three of several HRM activities: leading, motivating, and evaluating. Leading employees Why do managers lead? Help employees accomplish their own career and personal goals. Help accomplish the farm’s mission and goals. Leaders have power through their: Positions Ability to reward Coercion Expertise Personal appeal and charisma Should I be autocratic or democratic? The wrong question about leadership style The right question: What combination of directive behavior and supportive behavior, i.e., leadership style, should I use with an employee given his or her knowledge, skills, abilities, experience, self-esteem, self-confidence and commitment? Four basic leadership styles Directing Control with close supervision Coaching Explain, seek input and stay in control Supporting Support without controlling Delegating Turn over authority and responsibility Motivating employees Motivation is the inner force that drives employee behavior Some bac
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