Quote:
Originally Posted by be.010
Hi,
I work in a management position at a medium-sized company. The atmosphere is not the best to work at - in short, the owner who's also the general manager does not believe in modern or academic management techniques, does not really care about things like employee turnover, planning, policies and procedures... etc. So department managers have a lot to do to make the atmosphere more reasonable for employees.
My story: I have a good technical background in my specialty and I like to find skillful people who have such skills - I did well recently catching and hiring such people. In my department I always have one "senior" employee whom I care most of his/her well-being and satisfaction at work, I give special training and support, appreciate his/her talent and hard work, and they pay back with very good work. Except, in six months I lost two of these good employees to better opportunities - and it's very hard to find these people in my country. I also cannot offer these employees higher salaries because the offers they get is much higher, like 2X, plus they do not feel safe considering the top management mentality so it is hard to convince them. They both are good friends afterwards and they respect me personally.
The problem is that I don't see other departments having the same issue. Their work is less technical but the managers seem to make a group that seems stable. I really don't know whether it's my fault or not. I believe that in general good employees always find better opportunities. If an employee is not happy with his/her salary or company situation, then the only reason he stays is he cannot find a better opportunity for whatever reason, is that right?
I need advice and help on how to keep the next good employee!
Thanks...
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Have you done any reading about management techniques? If not, it would be a good idea.
For general idea, have a look at Abraham Maslow's 'Hierarchy of Needs"; book"Motivation And Personality" it's been around for a long time. I found his ideas accurate at work and in life generally.
'Management by objectives' by Peter Drucker. Good basic management tool
As a supervisor and section manager I also found :"Transactional Analysis For mangers".Not for everyone, but I found it useful; the techniques work.
I think those books will be available at a local library, or they might be able to order them in for you.
See links below for broad ideas;
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Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.[2] Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. He then decided to create a classification system which reflected the universal needs of society as its base and then proceeding to more acquired emotions.[3] Maslow's hierarchy of needs is used to study how humans intrinsically partake in behavioral motivation. Maslow used the terms "physiological", "safety", "belonging and love", "social needs" or "esteem", and "self-actualization" to describe the pattern through which human motivations generally move. This means that in order for motivation to occur at the next level, each level must be satisfied within the individual themselves. Furthermore, this theory is a key foundation in understanding how drive and motivation are correlated when discussing human behavior. Each of these individual levels contains a certain amount of internal sensation that must be met in order for an individual to complete their hierarchy.[3] The goal in Maslow's theory is to attain the fifth level or stage: self-actualization.[4
https://en.wikipedia.org/wiki/Maslow...archy_of_needs
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Management by objectives (MBO), also known as management by results (MBR), was first popularized by Peter Drucker in his 1954 book The Practice of Management.[1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding on how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. This process also helps organization members to see their accomplishments as they achieve each objective, which reinforces a positive work environment and a sense of achievement.[2] An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set. Ideally, when employees themselves have been involved with the goal-setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.[3] According to George S. Odiorne[citation needed], the system of management by objectives can be described as a process whereby the superior and subordinate jointly identify common goals, define each individual's major areas of responsibility in terms of the results expected of him or her, and use these measures as guides for operating the unit and assessing the contribution of each of its members.
https://en.wikipedia.org/wiki/Manage..._by_objectives
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