MANAGING THE PERFORMANCE OF INDIVIDUALS

Managing The Performance Of Individuals

Managing The Performance Of Individuals

According to Maslow (1954) "Motivation is the force or combination of forces which lead us to behave as we do". His theory of human needs and motivation establishes that people fulfill physical? security? social? esteem? and self-actualization needs in an orderly? ascending fashion. Still after fifty years Maslow's hierarchy theory is applicable to motivate team workers. (Blair 1998) The other method “Myers-Briggs Type Indicator” (MBTI) provides a useful method for understanding people by looking at eight personality preferences that all people use at different times. These eight preferences are organized into four dichotomies? each made up of a pair of opposite preferences (Allender? 1993? 13-15). The four dichotomies describes four activities: v Energizing-how a person is energized-either Extraversion (E) or Introversion (I). v Perceiving-what a person pays attention to-either Sensing (S) or Intuition (N) v Deciding-how a person decides-either Thinking (T) or Feeling (F) v Living-the lifestyle of a person adopts- either Judging (J) or Perceiving (P). In understanding the MBTI results? a person must remember that the MBTI: v describes rather than prescribes? and therefore is used to open possibilities? not to limit options? v identifies preferences? not skills? abilities? or competencies? v is well documented with thousands of scientific studies conducted during a fifty year period? v has ongoing research to support its applications (Blair? 1998). use of the Myers-Briggs Type Indicator can help people to identify their current strengths and future growth potentials? as well as giving them a better understanding of personality so they can appreciate the differences between themselves and others. (Blair 1998)

Most of the researchers agreed that the most important factor in building a team was the building of a sense of group identity? a feeling of social support and cohesion that came with increased worker interaction. Elton Mayo(1933)? one of the original researchers? pointed out certain critical conditions which were identified for developing an effective work team:

The boss (chief observer) had a personal interest in each person's achievements.

He took pride in the record of the group (Allender? 1993? 13-15).

He helped the group work together to set its own conditions of work.

He faithfully posted the feedback on performance.

The group took pride in its own achievement and had the satisfaction of outsiders showing interest in what they did.

The group did not feel they were being pressured to change.

Before changes were made? the group was consulted.

The group developed a sense of confidence and candor.

It has been a firm belief for researchers? managers and organizational leaders that the interdependence of employees or other group members and the need for cooperation to accomplish the work. A team that is communicating and functioning well has synergy (Francis and Don? 1979)? which is the most probable cause better achievements of the results for the people working as a team than individuals working alone (Blair? 1998). That does not mean? however? that productivity will automatically go up by putting a group of ...