8.2 THE SKILLS YOU NEED TO BE A GREAT BOSS: Meeting Your Team's Unspoken Expectations

(EXTRACTION FROM TEAM MANAGEMENT: Rewarding And Engaging People at http://www.mindtools.com)

 

There are clearly lots of ways of structuring compensation.  Strategic compensation is all about ensuring that this money is spent wisely.  Start to think of how payroll can help your organization achieve its objectives.  It's important to recognize that compensation is just one part of the full reward system.

There are probably some unwritten rules and expectations between you and your company.  You expect managers to treat people fairly.  You expect decent work conditions.  You expect to receive feedback on your work, and reasonable notice if something is wrong.

Organizations also have unwritten expectations of their staff.  They expect workers to demonstrate good attitudes, follow directions, and show loyalty to the company.

These rules and expectations come from the 'psychological contract' between a worker and a company.  This contract includes the expectations and obligations of both sides.  While some parts of the relationship are clear and agreed upon, other parts are based on an implied understanding of promises.

Chris Argyris, a Harvard Business School professor emeritus in the 1960s, first wrote about the idea of a 'psychological work contract’ where he observed that workers were more productive, and had fewer complaints, when their supervisor operated in a way that was consistent with this. Understanding people's psychological contracts was the key to maintaining a healthy work environment when times were tough.

Not everyone wants the same things from work and the work environment.  Sacrifices for work/life balance are increasingly common.  Many people seek change, and avoid stability.

 

Balancing Employee Inputs and Outputs

A fair balance need to be struck between an employee's inputs (hard work, skill level, tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition, and so on).

Adams' Equity Theory John Stacey Adams, a workplace and behavioral psychologist

·        acknowledges that subtle and variable factors affect an employee's assessment and perception of their relationship with their work and their employer ·        The theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs ·        according to the theory, employees should be content where they perceive these to be in balance

Inputs typically include: ·        Effort. ·        Loyalty. ·        Hard work. ·        Commitment. ·        Skill. ·        Ability. ·        Adaptability. ·        Flexibility. ·        Tolerance. ·        Determination. ·        Enthusiasm. ·        Trust in superiors. ·        Support of colleagues. ·        Personal sacrifice.

Outputs typically include: ·        Financial rewards (such as salary, benefits, perks). ·        Intangibles that typically include: ·        Recognition. ·        Reputation. ·        Responsibility. ·        Sense of achievement. ·        Praise. ·        Stimulus. ·        Sense of advancement/growth. ·        Job security.