英语论文网

摘要：It states that people look at various actions and choose the one they believe is most likely to lead to the rewards they want the most. I learned that anticipation of rewards is important as well as the perceived contingency between the behaviours desired by the organisation and the desired rewards I also learned that since different people desire different rewards, I must, as superior, try to match rewards with what my staff want.

ng conflict between me as an informal superior and the problematic employee who had aspirations of being promoted. Much had to be done from my end to be able to establish a sense of equity among the members of the team mainly through a thorough discussion of roles, tasks and expectations. First, I had to orient them about the situation, saying that this set-up was in fact only for the interim, until such time that my boss came back to lead our team again. Rapport building also had to be done so that even as the organisational structure was not formal in itself, I would have enough influence on them to enable me to deliver the set goals. Next, I had to call frequent meetings to be able to set clear goals. In carrying out the planning process, I ensured that each one’s objectives were specific, measurable, attainable and realistic. I also took the chance to be able to clarify the processes and procedures that we ought to follow during the 3 months that we were tasked to work together. The conflicts that I have encountered are mainly caused by personality clashes –differences in opinions and ideas that have complicated the set-up at the outset.
　 Relationships
　　The third situation which focuses on relationships is one in which I had to deal with the older staff who had aspirations of being promoted (same illustration as that of Organisational Knowledge). At that time, I was assigned as a team lead for 3 months, which caused conflict between the two us. Apart from the fact that he was older in terms of both age and tenure, I have also noticed that we were very different in terms of personality and this all the more aggravated the way we dealt with each other.
　　The primary reasons for conflict were differences in the perceptions among the parties involved in the situation. For instance, I have an INTJ (Introverted Intuition with Extraverted thinking) profile, which precludes me from being expressive of my feelings and emotions. My staff turned out to be very vocal and confrontational about how they felt about the situation, and I felt it took a lot of effort on my end to be able to reach an equilibrium within the team. One of my weaknesses is not being too open to feedback and constructive criticism, which also did not help in establishing rapport with my staff. There was much that needed to be delivered during that period, by the team, and it did not help that my staff did not have the motivation to deliver these because of psychological and emotional hurdles. I tried my best to motivate them by matching tasks with people very prudently, considering both their strengths and weaknesses. I accorded them autonomy in doing things, and was only there on a consultative role, rather than dictating what they should do on a day-to-day basis.
　　When I was asked by my boss to act as a team lead for 3 months with this difficult staff in tow, I had to make sure that I gave him and the rest of my team members effective feedback without sounding too bossy or authoritative. This was important since improving work performance and providing feedback about it should be a routine part of the performance management process. Feedback should be based on observed and/or verifiable work-related behaviours, actions, statements, and results. This type of feedback is called behavioural feedback. Effective feedback helps the employee sustain good performance, to develop new skills and to improve performance when nec