Daily Insight for Employee Turnover Rate-myassignmenthelp.com

Question: Discuss about theDaily Insight for Employee Turnover Rate. Answer: Chapter 1: The most effective accelerator of human potential is recognition. This transformative act by a leader of recognizing their input is the carrot. It forms the inspiration or motivation that is most desired by employees (Gostick Elton, 2009, p. 20). Recognition lowers the employee turnover rates, enhances the achievement of business results, and builds the Basic Four areas of leadership for managers. Chapter 2: Managers who add recognition to the Four Basic areas of leadership produce better management results in each characteristic (Gosticl Elton, p, 27). This involves setting clear goals, communicating openly, building trust, and holding people accountable. These are the top rated qualities that employees value in their managers. Chapter 3: The Basic Four areas can be accelerated in the following manner. Accelerated goal setting is based on positive feedback and not criticism. Accelerated communication is individualized to each employee (Gostick Elton, p. 45). Accelerated trust is based on public recognition of achievement. Accelerated accountability is achieved by recognizing the milestones towards a larger goal. Chapter 4: There are two categories of managers who recognize their employees. Expectors recognize the efforts of their staff but require something in return. The recognition is linked to performance demands (Gostick Elton, p.51). Altruistic managers on the other hand recognize their staff with a human motive which fulfills a deep seated need. Chapter 5: Creating a carrot culture in an organization results when employees feel they can do anything when they work hard. It creates the environment where employees have passion for their work which is translated into performance (Gostick Elton, p. 64). The recognition in this instance is seen through the eyes of the employees toward their manager. Chapter 6: Before embarking on creating a Carrot Culture, managers should measure the satisfaction and engagement of their employees. Workplace attitude surveys measure the staff engagement and satisfaction. Managers build satisfaction and engagement by asking, whats important here, how can I make a difference, and whats in it for me when I make a difference (Gostick Elton, p. 78). Chapter 7: The building blocks of a Carrot Culture include the culture of celebration founded on employee recognition. Managers create this culture one person at a time on daily recognition (Gostick Elton, p. 83). Above-and beyond recognition, career recognition, and celebration events all contribute to building a Carrot culture in an organization. These blocks should be specific, timely, and frequent. Chapter 8: Managers give different reasons for the fear of recognizing their employees. Instead of complex recognition programs, organizations should adopt programs which are strategic (aligned with core values and goals), simple, measured (provide a return on investment), and owned by senior leaders and managers (Gostick Elton, p. 106). These steps will help overcome the phobia of recognition. Chapter 9: The Carrot Culture is a global acceleration based on recognition. Employees are consistent globally on their engagement based on three predictors. These are trust, opportunity and well-being, and pride in the organizational symbol (Gostick Elton, p. 113). Such employees are motivated to contribute to the success of their organization. Chapter 10: The manager is the Carrot calculator and is tasked with providing motivating rewards to those who deserve (Gostick Elton, p. 128). Managers determine the level of award, how much to spend and which creative awards to offer to their employees. These tools help staff to achieve their full potential. Chapter 11: There are over 125 recognition ideas which managers can use in their organizations. They are grouped into the five areas of the Carrot Principle: accountability, goal setting, trust, communication, and recognition (Gostick Elton, p. 133). These are tested ideas that are used by managers from around the world. Personal Experience My personal experience is with regard to two managers at different organizations where I worked. My first employment was in a restaurant where the expector manager used recognition while expecting something in return. At the end of the week, deserving employees who had given exemplary customer services would be given financial rewards as weekend tips. In return, the manager expected such employees to report in during their off-days. I would appreciate the managers sentiments but was wary of his motives. However, his one-size-fits-all approach did not take cognizance of what drives me to perform well and lacked the power of motivation. My second experience was with an altruist manager while working at a gas station. My job involved filling customers vehicle with gas. I would of my own volition also swipe the windscreens with soap and water as an extra service. This extra customer care was not demanded of me but was popular with the customers and drew in plenty of customers. The manager would give me a cash reward equal to half of my pay at the end of the week. In addition, he would take the time to sit and question me as to why I provided the extra service. My answer was that my mentality was I could do anything and with hard work the station would have more business. I was committed to the success of the gas station based on his recognition of my effort. References Gostick, A., Elton, C. (2009). The Carrot Principle. New York: Free Press.