EK Mgmt. Advice
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Join Date: Jul 2007
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EK Mgmt. Advice
Fear or Motivation?
The U.S. Bureau of Labor Statistics reported a 6.3 percent increase in productivity from the business sector for the second quarter of 2009. This is the largest productivity gain since 2003. As leaders, we need to respond carefully to this information. Should we take this knowledge and use it to our advantage? Do we need to reward hardworking employees and remove some stress from their lives, when possible?
The answer to each question is “yes.” Ignoring that people are capable of increasing their productivity would be foolish. We should, however, examine the motivation behind this change. If the motivation is fear, rather than commitment, this leap in productivity will be short-lived. If employees commit to work harder because they trust their companies and their leaders’ ethics, they will continue to perform at their best.
Fear-Based Productivity
When people fear unemployment, a sudden improvement in productivity is the natural result. Should employees remain in this state of fear, they will become frustrated trying to meet the ever-growing demands of a job that does not reward them. If people feel used, they will lose interest, decrease productivity or seek more compassionate companies.
Given the current job market, it is easy to assume unhappy employees are expendable. “They should be grateful to have a job,” is a common phrase. This may be true, but when people feel compelled to work overtime, cut their benefits and forgo raises, gratitude will lead to resentment. This resentment is cemented when employees are threatened if they do not take on more responsibility.
Think of the character Peter Gibbons from the movie “Office Space.” He speaks for many unmotivated, undervalued employees when he explains his feelings toward a company that gives him only two incentives to work: not being hassled by superiors and fear of losing his job — “It's not that I'm lazy, it's that I just don't care.”
Of course, one can always fire employees who don’t care, or wait for them to leave, but that becomes an expensive habit. The ethical and fiscally responsible alternative is to motivate people by earning their trust.
Productivity Based on Trust and Commitment
In order to prevent resentment from building, maintain a level of respect and honesty. Employees who view leaders as people of ethical integrity will act out of commitment rather than compliance.
When budget cuts are necessary, they should apply to those in leadership as well as employees. If leaders underpay employees and flaunt a lavish lifestyle while they are struggling to make ends meet, will they feel valued? Do what is necessary to provide a fair wage and a positive work environment so employees at every level realize their jobs are important. Then they will work as a team committed to a common goal.
Employees need to know their leaders support them and want them to succeed. Keeping everyone informed will leave no room for unfounded fears. Respect people enough to tell them the truth, even if the truth is bad news. Trusting them with important information will teach them to trust you.
When leaders are fortunate enough to have committed employees who believe in them and the company, they should take the time to sincerely thank them for their dedication and hard work. Those willing and able to perform additional projects will have to put in more hours, taking time out of their personal lives. Treating extra work as a personal sacrifice, rather than an expectation, will lead to commitment and maintain a positive work environment.
To see continued increases in productivity, leaders must make an effort to ensure people work from an attitude of commitment rather than fear. When leaders set the example and act with integrity, they earn employees’ trust. Trust allows people to work from a place of commitment, and commitment leads to long-term productivity. So, will we choose fear or motivation?
The answer to each question is “yes.” Ignoring that people are capable of increasing their productivity would be foolish. We should, however, examine the motivation behind this change. If the motivation is fear, rather than commitment, this leap in productivity will be short-lived. If employees commit to work harder because they trust their companies and their leaders’ ethics, they will continue to perform at their best.
Fear-Based Productivity
When people fear unemployment, a sudden improvement in productivity is the natural result. Should employees remain in this state of fear, they will become frustrated trying to meet the ever-growing demands of a job that does not reward them. If people feel used, they will lose interest, decrease productivity or seek more compassionate companies.
Given the current job market, it is easy to assume unhappy employees are expendable. “They should be grateful to have a job,” is a common phrase. This may be true, but when people feel compelled to work overtime, cut their benefits and forgo raises, gratitude will lead to resentment. This resentment is cemented when employees are threatened if they do not take on more responsibility.
Think of the character Peter Gibbons from the movie “Office Space.” He speaks for many unmotivated, undervalued employees when he explains his feelings toward a company that gives him only two incentives to work: not being hassled by superiors and fear of losing his job — “It's not that I'm lazy, it's that I just don't care.”
Of course, one can always fire employees who don’t care, or wait for them to leave, but that becomes an expensive habit. The ethical and fiscally responsible alternative is to motivate people by earning their trust.
Productivity Based on Trust and Commitment
In order to prevent resentment from building, maintain a level of respect and honesty. Employees who view leaders as people of ethical integrity will act out of commitment rather than compliance.
When budget cuts are necessary, they should apply to those in leadership as well as employees. If leaders underpay employees and flaunt a lavish lifestyle while they are struggling to make ends meet, will they feel valued? Do what is necessary to provide a fair wage and a positive work environment so employees at every level realize their jobs are important. Then they will work as a team committed to a common goal.
Employees need to know their leaders support them and want them to succeed. Keeping everyone informed will leave no room for unfounded fears. Respect people enough to tell them the truth, even if the truth is bad news. Trusting them with important information will teach them to trust you.
When leaders are fortunate enough to have committed employees who believe in them and the company, they should take the time to sincerely thank them for their dedication and hard work. Those willing and able to perform additional projects will have to put in more hours, taking time out of their personal lives. Treating extra work as a personal sacrifice, rather than an expectation, will lead to commitment and maintain a positive work environment.
To see continued increases in productivity, leaders must make an effort to ensure people work from an attitude of commitment rather than fear. When leaders set the example and act with integrity, they earn employees’ trust. Trust allows people to work from a place of commitment, and commitment leads to long-term productivity. So, will we choose fear or motivation?
Join Date: Jul 2008
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can't aggree more, but the only difference from this to the ME, is that long term is tomorrow, short term is next hour.....
And our managers , western educated, have traded their education and traditions to a few coins.
Long term management is not the issue here, maintaining current power , current position at anycost it is, regardless of employee well being, stress to safety involved level.
And our managers , western educated, have traded their education and traditions to a few coins.
Long term management is not the issue here, maintaining current power , current position at anycost it is, regardless of employee well being, stress to safety involved level.
Join Date: Aug 2005
Location: building site
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Answer to EK mngmnt: Aerologic reqruiting.
AeroLogic Application
FIRST OFFICER (accelerated command)
- ATPL or CPL/IR (frozen ATPL) issued by
a JAA state or another authority accepted
by the LBA
- A valid medical certificate by a physician
approved by the issuing authority
- Min. 5000 hours jet aircraft > 50 tons, with
glass cockpit experience
- Including 1500 hours long range / wide body
experience
- Must have the right to work and live in the
European Union
- Proficient in English, German desirable but not required.
this is the only language they understand at EK, shme kay
AeroLogic Application
FIRST OFFICER (accelerated command)
- ATPL or CPL/IR (frozen ATPL) issued by
a JAA state or another authority accepted
by the LBA
- A valid medical certificate by a physician
approved by the issuing authority
- Min. 5000 hours jet aircraft > 50 tons, with
glass cockpit experience
- Including 1500 hours long range / wide body
experience
- Must have the right to work and live in the
European Union
- Proficient in English, German desirable but not required.
this is the only language they understand at EK, shme kay
Join Date: Jun 2008
Location: gutter
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Got my log book certified last week and the Fleet Manager mentioned I was the 12th person that week.
2 crew ICN ops, please dont plan us to fly faster and waste fuel so you can reduce on crew.
820 hrs / 12 months with only 14 leave days till next bid with possible reduced leave next year.
How many a/c coming in the next 12 months?
Crew are extremely motivated.......to leave.
Ummm driver? I think were going down the wrong road.
see you in ICN boys and girls
2 crew ICN ops, please dont plan us to fly faster and waste fuel so you can reduce on crew.
820 hrs / 12 months with only 14 leave days till next bid with possible reduced leave next year.
How many a/c coming in the next 12 months?
Crew are extremely motivated.......to leave.
Ummm driver? I think were going down the wrong road.
see you in ICN boys and girls
