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Topic 11
Topic 11
Eliminating Contaminants
Eliminating Contaminants
MIB. Tran Thi Ai Vy
MIB. Tran Thi Ai Vy
Hoa Sen University
Hoa Sen University


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Study Questions
Study Questions

Motivating by Giving Control
Motivating by Giving Control

You Can’t Raise their Motivation
You Can’t Raise their Motivation
Higher than your own
Higher than your own

Eliminating Unfairness
Eliminating Unfairness


Managing Conflicts
Managing Conflicts


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Motivating by Giving Control
Motivating by Giving Control

Self-controlling over work can help people to actively carry out their work, flexibly solve problem and feel owning the result
Self-controlling over work can help people to actively carry out their work, flexibly solve problem and feel owning the result

It highly and intrinsically motivates employees.
It highly and intrinsically motivates employees.

But old style managers have tried to control what, when and how their people perform work.
But old style managers have tried to control what, when and how their people perform work.

It causes contaminant in work place.
It causes contaminant in work place.

Pressures for local responsiveness
Pressures for local responsiveness


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Motivating by Giving Control
Motivating by Giving Control

Modern manager should have employees
Modern manager should have employees

higher control at work.
higher control at work.



Employees may decorate or rearrange
Employees may decorate or rearrange
their work place.
their work place.

Select less important staffs for project
Select less important staffs for project

Recommend some policies or decision
Recommend some policies or decision
options before they are chosen.
options before they are chosen.

Exercise 8-1, 8-2
Exercise 8-1, 8-2


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You Can’t Raise their Motivation
You Can’t Raise their Motivation
Higher than your own
Higher than your own

When manager is in situation of
When manager is in situation of

overwork, unsolved problems, stress
overwork, unsolved problems, stress
or anger, he/she can not motivate
or anger, he/she can not motivate
others.
others.

Oppositely, it may hurt or destroy
Oppositely, it may hurt or destroy
employees’ motivation.
employees’ motivation.

Make sure manager are in positive
Make sure manager are in positive
emotion before communicating with
emotion before communicating with
employees.
employees.


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You Can’t Raise their Motivation
You Can’t Raise their Motivation
Higher than your own
Higher than your own

When being not feeling positive, take
When being not feeling positive, take
these suggestions
these suggestions

•
Isolate yourself emotionally from your
Isolate yourself emotionally from your
people to avoid to bring them down
people to avoid to bring them down
•
Work on your own motivation before
Work on your own motivation before
you work with them.
you work with them.
•
Exercise 8-3
Exercise 8-3


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You Can’t Raise their Motivation
You Can’t Raise their Motivation
Higher than your own
Higher than your own

What activities make you powerful?
What activities make you powerful?

What make you relax?
What make you relax?

What make you feel more control?
What make you feel more control?


What reminds your past success and
What reminds your past success and
confident?
confident?

Who make you feel up?
Who make you feel up?

What activities make you feel strong
What activities make you feel strong
and healthy?
and healthy?


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Eliminating Unfairness
Eliminating Unfairness

Unfairness in sharing of work
Unfairness in sharing of work

Unfairness in policies ( Illegality)
Unfairness in policies ( Illegality)

Unfairness in compensation
Unfairness in compensation

Unfairness in information
Unfairness in information



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Unfairness in sharing of work
Unfairness in sharing of work

Firstly, think again what employee says.
Firstly, think again what employee says.

Thank her/ him for pointing out.
Thank her/ him for pointing out.

Reassign the task if it is correct.
Reassign the task if it is correct.

In case Joan, she is the only person who
In case Joan, she is the only person who
can do this task, manager should explain,
can do this task, manager should explain,
say sorry, acknowledge unfairness and let
say sorry, acknowledge unfairness and let
her/ him know your appreciation.
her/ him know your appreciation.

In long term, it is necessary to load of her
In long term, it is necessary to load of her
work.
work.


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Unfairness in sharing of work
Unfairness in sharing of work

See if they are right
See if they are right

Give clear information to understand
Give clear information to understand
situation
situation

If information does indicate unfairness and
If information does indicate unfairness and
there is no way to be done in short term,
there is no way to be done in short term,
offer sincere sympathy and appreciation
offer sincere sympathy and appreciation
for extra effort
for extra effort

Work on leveling things out to eliminate
Work on leveling things out to eliminate
the unfairness in long term.
the unfairness in long term.


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Unfairness in policies ( Illegality)
Unfairness in policies ( Illegality)


It is related to distinguishing religion,
It is related to distinguishing religion,
race, age, gender, disability,
race, age, gender, disability,
national origin.
national origin.

Take immediate action by consulting
Take immediate action by consulting
a layer or HR department to make
a layer or HR department to make
sure what you should do.
sure what you should do.

And meanwhile, do whatever seems
And meanwhile, do whatever seems
reasonable in term of protecting your
reasonable in term of protecting your
employees from further injury.
employees from further injury.


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Unfairness in compensation
Unfairness in compensation

Unfair compensation or underpayment will
Unfair compensation or underpayment will
end your people’s motivation.
end your people’s motivation.


Make sure they are paid at or above
Make sure they are paid at or above
average for their types of job.
average for their types of job.

There are some channels to select
There are some channels to select
information of payment such as survey,
information of payment such as survey,
webs, newspaper, advertisement, or head
webs, newspaper, advertisement, or head
hunter organizations.
hunter organizations.


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Unfairness in compensation
Unfairness in compensation

In case, company gets little profit, be
In case, company gets little profit, be
honest to let them know the
honest to let them know the
situation and you will solve the
situation and you will solve the
problem when it is possible.
problem when it is possible.

By this way, employees may try to

By this way, employees may try to
stay because they either believe
stay because they either believe
company’s potential or your
company’s potential or your
awareness of unfairness.
awareness of unfairness.

If you have no authority of
If you have no authority of
negotiating, check with the person
negotiating, check with the person
who have before making
who have before making
commitment.
commitment.


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Unfairness in information
Unfairness in information

When there are secrets, unfairness
When there are secrets, unfairness
arises.
arises.

To make sure to open the books as
To make sure to open the books as
much as possible to let employees

much as possible to let employees
know what is going and how
know what is going and how
business is doing.
business is doing.

No harm will come from sharing it.
No harm will come from sharing it.

Information can be kept when there
Information can be kept when there
is a clear reason to do so.
is a clear reason to do so.


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Managing Conflicts
Managing Conflicts

One of the most serious
One of the most serious
contaminants in work place is conflict
contaminants in work place is conflict
or disagreement.
or disagreement.

Unsolved conflict can destroy
Unsolved conflict can destroy
motivation of employees.
motivation of employees.


Manager need to take interest in
Manager need to take interest in
solve it well.
solve it well.


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Managing Conflicts
Managing Conflicts

How?
How?

Ask questions to understand the
Ask questions to understand the
problems from both sites.
problems from both sites.

Active listen to clarify what you hear.
Active listen to clarify what you hear.

Be patient and take time to evaluate
Be patient and take time to evaluate
information.
information.

Focus on problem, not on individual
Focus on problem, not on individual


Insist on creative problem solving
Insist on creative problem solving


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Summary
Summary

There are 4 factors considered as
There are 4 factors considered as
contaminants which cause hurt
contaminants which cause hurt
employees’ motivation.
employees’ motivation.

They are lacking of control for
They are lacking of control for
employees, negative feeling from
employees, negative feeling from
manger, unfair treatment, conflicts.
manger, unfair treatment, conflicts.

Manager should apply some ways to
Manager should apply some ways to
give more power to employee
give more power to employee
.
.



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Summary
Summary

He/ she must remember to manage
He/ she must remember to manage
his mood before trying to lead his/
his mood before trying to lead his/
her people.
her people.

To avoid unfairness in work place, it
To avoid unfairness in work place, it
is necessary to use good
is necessary to use good
communication, sincerely effort to
communication, sincerely effort to
make fair.
make fair.

To solve productively conflicts, it
To solve productively conflicts, it
needs to listen, actively ask and find
needs to listen, actively ask and find
solutions.
solutions.