Book contents
- Frontmatter
- Contents
- Chapter 1 Self-Management
- Chapter 2 Effective Communication
- Chapter 3 Conflict Resolution and Management
- Chapter 4 Working With Teams
- Chapter 5 Staff Motivation
- Chapter 6 Stress Management
- Chapter 7 Staffing and Staff Induction
- Chapter 8 Professional Development
- Chapter 9 Staff Appraisal
- Index
Chapter 5 - Staff Motivation
Published online by Cambridge University Press: 19 March 2020
- Frontmatter
- Contents
- Chapter 1 Self-Management
- Chapter 2 Effective Communication
- Chapter 3 Conflict Resolution and Management
- Chapter 4 Working With Teams
- Chapter 5 Staff Motivation
- Chapter 6 Stress Management
- Chapter 7 Staffing and Staff Induction
- Chapter 8 Professional Development
- Chapter 9 Staff Appraisal
- Index
Summary
OPENING INCIDENTS
Scenario 1
When Mrs Naidoo stormed into Pr Perumal's office, he was both shocked and concerned. Before he could react, Mrs Naidoo burst out: ‘You've got to get me away from that no–good HOD.’ Mr Perumal had rarely seen someone so upset. ‘ Why don't you sit down,’ he said, ‘and tell me the problem?’ ‘Well’, Mrs Naidoo blurted in a somewhat more controlled voice, ‘Mr Singh, my HOD, never talks to me, never tells me what to do or what not to do – he just barely says hello.’ Her voice rose again, ‘It makes me furious – he just never talks to me no matter how hard I work. He just totally ignores me. I can't stand it any longer.’
Later that day, Mr Perumal called Mr Singh into his office. ‘Mr Singh, Mrs Naidoo is in your department. What kind of worker is she?’ Mr Singh responded: ‘She comes in on time, does her work, and goes home. I never have to say a word to her. She just does her job’.
Scenario 2
Mr Nkosi has been at the school for three years, during which time he has had mixed performance appraisals. He is married and has two children. After a college diploma, he continued his education and is currently enrolled in a graduate course.
Mr Nkosi socialises very little with his colleagues and does not engage in informal activities. He is boastful and flaunts his university education. He is also dogmatic and highly opinionated. He has strong opinions on everything, from politics to economics. He values status above everything else and prefers to deal only with those who have power or influence. He has no difficulty in overstating his qualifications or monopolising conversations and is particularly good at polishing his own image. Mr Nkosi is adept at putting others down, and never blames himself for failures. He only praises others when it is to his advantage.
As Mr Nkosi's principal, what would you do to make him a more productive employee and a member of a team? What is it that motivates Mr Nkosi?
These incidents are typical of those that confront an educational manager on a daily basis. A key question that arises from both these incidents is: What motivates people and what role can education managers play in motivating staff?
- Type
- Chapter
- Information
- Human Resource Management in Education , pp. 129 - 157Publisher: University of South AfricaPrint publication year: 2006