Develop Behavior of the Employee

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WelcomeTo

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Presenting by Nazim UddinMetric No: B-092054



Assignment Submission Info

Submit to:Submit to:Rashed AhmedRashed AhmedLecturer of Organizational BehaviorLecturer of Organizational Behavior

Adjunct FacultyAdjunct FacultyInternational Islamic University,International Islamic University,Chittagong, Dhaka CampusChittagong, Dhaka Campus

Submitted by:Submitted by:Md. Nazim UddinMd. Nazim Uddin

Metric No. BMetric No. B--092054092054

Batch: 28A11Batch: 28A11Department of Business studiesDepartment of Business studies

IIUCIIUC--DCDC

Submission Date: 24 ² 07 - 2011



Develop Behavior Of The Employee Of Develop Behavior Of The Employee Of

International Islamic University, Chittagong, Dhaka CampusInternational Islamic University, Chittagong, Dhaka Campus



IntroductionIntroduction

� Organizational Behavior is the study of human behavior in anorganization in relation to motivate; job satisfaction and leadership

to understand predict and control them.

� Human being are reciprocal. If you treat them well, they will treat you well. Without Understanding the employees behavior accuratelyand motivating them efficiently, organizational objective will be very

difficult to achieve. Productivity, employee morale and customersatisfaction depend on how well employees are being managed.

� Employee behavior management is a continuous process as deviationfrom company standards will occur from time to time.



Analysis the sources of employees

behavior problem:

To improve employee behavior first we will analyze the employees behavior problem by theanswer of the following questions :

� What is the employee not doing that I want him/her to do?

� Does the employee know the problem exists? (Sometimes it resolves itself when brought toattention.)

� Have I clearly communicated the job expectations to the employee?

� Did the employee clearly understand my expectations? (Ask the employee to state his/herinterpretation.)

� Did the employee receive adequate job training?

� Does the employee possess the necessary abilities, knowledge and skills to do the job?

� Has the employee performed the task successfully in the past?

� Are there barriers outside the employee's control that are affecting the performance, suchas lack of resources, time, authority or conflicting directions?



Find Solution With Positive

Discussion

Regarding the above question we will find the solution positively why they behave likethat as well as performance. First give the employee positive feedback onseveral aspects of performance. Indicate that you want to help the employeebe successful in the job. Then state the performance weakness and ask theemployee for input on what he/she feels is the source of the problem.

Try to give him/her to find the solution of their problem rather than minesolution. We can accomplish this by asking open-ended questions like these:

� What areas do you like best about your performance?

� What parts of your job do you like the least?

� What could you do more of, better or differently to improve yourperformance?

�

What could I as your manager do more of, better or differently to help you?



Unmotivated employee

These employees are not interested in receivingconstructive feedback and give the impressionthey don't care. They are unresponsive and notwilling to listen.



Dealing With Unmotivatedemployee

Using a skill called "contracting": "Jewel, I wasthinking about the way we work together. It would be

great if I would feel more comfortable giving youfeedback about how you can do your job better. I want you to feel comfortable in giving me feedback aboutanything I could do better. Does this sound OK with

you?" And then proceed by communicating theperformance problem: "I have recently noticed that

you have not met the time deadlines in ordering the

new laboratory equipment. As a result, the labtechnicians are delayed in performing their tests.Let's discuss what you think would work to resolve thisconcern."



Uncommitted employee

Since this employee is not committed inchanging his/her performance, you have tohelp the employee commit to action. Givingfeedback alone is not sufficient at times.



Dealing With Uncommittedemployee

We have to link his/her performance as well as behaviorto department or company goals so the employee seesthe value in improving performance and changing his/herbehavior. Employee involvement in setting goals andmeasuring performance against these goals strengthens

commitment.



Emotional employee

Emotional employee is a form of emotional regulationwherein workers are expected to display certainemotions as part of their job, and to promoteorganizational goals. The intended effects of theseemotional displays are on other, targeted people, whocan be clients, customers, subordinates or co-workers.



Dealing WithE

motionalE

mployeeWhen coaching an employee who is crying, the followingtechniques will help:

� Give permission. "It is all right to cry."

� Give time and space. "That's OK, take your time." Butdon't end the conversation. Eventually they will stopcrying. Male supervisors of female employees oftenmake the mistake of letting the employee leave theoffice before discussing the issue. This creates more

pent-up emotion and gives the perception that the issuehas been dismissed.

� Proceed gradually. "Why don't we talk about this so wecan sort out the issues?"



Disagreeable employee

Determine if the employee is disagreeing about the facts you are presenting or whether his/her performance is a

problem or not.



Dealing With Disagreeableemployee

If the employee is disagreeing about the facts, beprepared to site more examples and lack ofperformance evidence. If the employee is disagreeingwhether the performance is a problem or not, describethe consequences of the performance on peers,customers or other departments.



Recommendation

After analyzing the employee behavior problem procedures and estimating theefficient solution for the employee to improve their behavior now recommended theInternational Islamic University, Chittagong, Dhaka Campus 10 effective things todevelop its employee·s behavior. These are listed below:

� Change what employee do, not who they are. Focus on the behavior when asking forchange. Avoid personal attacks.

� Listen before talking, and think before acting. Before you criticize or try to controlco-employees· behavior, make sure you understand what they·re doing and why. Thinkthe situation through and choose your words carefully. Don·t say something you·ll

regret.

� Get to the point. Explain exactly what behavior you object to and tell them what youwant them to do about it.

� Expect the best. Don·t be satisfied with mediocre results.



� Model the behavior you want to see. For example, don·t laugh at 1 made at someoneelse·s expense. And, stay calm even when the person you are confronting is agitatedor unpleasant.

� Adapt your approach to the person. Tell a Backstabber firmly that you and others willno longer put up with insincerity. But with a sensitive Complainer, use a softer, but

still firm approach.

� Protect dignity and self-respect. No matter how much trouble co-workers· behavioris, you have no right to attack them personally

� Appeal to self-interests. People want to know ´What·s in it for me?µ Convince themthat working with the team and respecting others· needs will help them, too.

� When co-workers change problem behavior, tell them how much you appreciate it.Otherwise, the change may not last.

� Cut your losses with regret, not guilt. When trying to get problem co-workers to

change becomes too much, give up knowing you gave it your best shot.

Recommendation



Conclusion

All employees behavior and performance problems cannot be resolved.If you have tried to coach and counsel an employee and performanceis still not improving, you need to follow your progressive disciplinepolicy to fairly and legally bring the performance up to standard or

move to termination.



Finally I want to say that:

´Behavior development useful to end a goodemployer¶s bad habitsµ

And thanks all of you

ForStaying with me

Develop Behavior of the Employee

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