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Frequent beating or motivation by positive reinforcement?
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<blockquote data-quote="curiousbrain" data-source="post: 814575" data-attributes="member: 31608"><p>I have given this topic considerable thought lately, for various reasons.</p><p></p><p>IMHO, dannyboy was right on when he said this:</p><p></p><p></p><p></p><p>To elaborate a little bit, it seems that there is a common misunderstanding of what a supervisors job is supposed to be. Several of them in the building I am employed in view the job as just "work", of which just going through the motions is enough and all that is expected. What I believe, and perhaps I am wrong here, is that a supervisors job is to balance the interests of the hourlies (safety, work efficiency, etc) with that of the corporation (metrics, dollar value per work hour, etc), and that seems to be very difficult at times.</p><p></p><p>An example will perhaps illustrate what I'm trying to say a little better; on one of the belts, there are several people who are consistently hit every day, get buried after an hour or so, and thus have to stay late and have an increased percentage chance of misloads. There is another person who is consistently light on the same belt, so it has been my opinion for some time now that it should be the case that some of the lighter routes could be swapped with some of the heavier routes; in theory, this would reduce misloads, make for a more equitable work environment, get everyone off the clock earlier, and would probably make the end of the belt easier as there won't be so many missed boxes down there.</p><p></p><p>To make the case, I made a spreadsheet and several charts graphing the preloader relative to their piece count and misloads, which provides some measure of numerical proof of my thesis. Now, this is all in theory, and practically speaking, may not be the case as it does not take into account the average speed of the preloader and other measures; however, the point is that I did this because it balances the interests of the workers and company, and in the end (again, theoretically) both parties benefit.</p><p></p><p>To the original question, it is my firm belief that it is not beating or motivation by themselves that motivates individuals, but rather it is the fair use of both; which is to say that I will work hardest for the individual that I believe has personal integrity and will reward (motivate, positive reinforcement, etc) those who deserve it, but by the same token take action (whatever that may be) against those who deserve it. A manager/supervisor who is afraid to take action is almost as bad, or worse, then one who never motivates his/her employees.</p><p></p><p>edit: Failure to discipline those who deserve it also, IMHO, promotes a culture of mediocrity and doing the absolute bare minimum necessary to avoid discipline/firing/etc.</p></blockquote><p></p>
[QUOTE="curiousbrain, post: 814575, member: 31608"] I have given this topic considerable thought lately, for various reasons. IMHO, dannyboy was right on when he said this: To elaborate a little bit, it seems that there is a common misunderstanding of what a supervisors job is supposed to be. Several of them in the building I am employed in view the job as just "work", of which just going through the motions is enough and all that is expected. What I believe, and perhaps I am wrong here, is that a supervisors job is to balance the interests of the hourlies (safety, work efficiency, etc) with that of the corporation (metrics, dollar value per work hour, etc), and that seems to be very difficult at times. An example will perhaps illustrate what I'm trying to say a little better; on one of the belts, there are several people who are consistently hit every day, get buried after an hour or so, and thus have to stay late and have an increased percentage chance of misloads. There is another person who is consistently light on the same belt, so it has been my opinion for some time now that it should be the case that some of the lighter routes could be swapped with some of the heavier routes; in theory, this would reduce misloads, make for a more equitable work environment, get everyone off the clock earlier, and would probably make the end of the belt easier as there won't be so many missed boxes down there. To make the case, I made a spreadsheet and several charts graphing the preloader relative to their piece count and misloads, which provides some measure of numerical proof of my thesis. Now, this is all in theory, and practically speaking, may not be the case as it does not take into account the average speed of the preloader and other measures; however, the point is that I did this because it balances the interests of the workers and company, and in the end (again, theoretically) both parties benefit. To the original question, it is my firm belief that it is not beating or motivation by themselves that motivates individuals, but rather it is the fair use of both; which is to say that I will work hardest for the individual that I believe has personal integrity and will reward (motivate, positive reinforcement, etc) those who deserve it, but by the same token take action (whatever that may be) against those who deserve it. A manager/supervisor who is afraid to take action is almost as bad, or worse, then one who never motivates his/her employees. edit: Failure to discipline those who deserve it also, IMHO, promotes a culture of mediocrity and doing the absolute bare minimum necessary to avoid discipline/firing/etc. [/QUOTE]
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