1. 1. Have detailed Job descriptions, they provide job clarity to the subordinate, a clarity of expectation to the manager and improve performance in the bargain as well

2. 2) Remember to identify needs for training on your own. The subordinate may not be forthcoming in this area.

3. 3) If your subordinates are not functioning properly then assess the root causes for the Lack of performance and analyse the Circumstances that Lead to it rectify both for improving performance.

4. 4) Provide necessary authority and resources to the subordinate to do the Job.

5. 5) Reward your subordinate for the positive behaviour you want repeated.

6. 6) Trust your subordinates and make honesty a standard for everyone

7. 7) Good Performance is often dependant upon the person’s capability, a good job, hard work, helpful colleagues and good boss.

8. 8) When out to improve performance, avoid quick fixes. Look at the problem with the broader perspective.

9. 9) Performance will be the highest where an individual is able to make the best use of his natural talents This situation is created both through Proper recruitment, coaching and counseling.

10. 10) If your organisation is suffering from low responsibility and high conformity then job enrichment is the right solution to correct the Problem.

11. 11) It is always better to help an employee understand his strengths and weknesses on a day to day basis rather than waiting to point then out during a performance appraisal.

12. 12) You must see to it that every employee is given adequate opportunity and resources to develop the skills for doing job properly Needless to mention training should be given where required.

13. 13) You must prevent generation of negative energy. Anger, avoiding people, attacking individuals, taking punitive action etc are some examples of negative energy.

14. 14) The man who is doing the job know’s it’s weaknesses the best, ask him what changes he would make if he was given a chance to reconstruct the job or redo his own job description.

15. 15) Develop a positive atmosphere by encouraging subordinates to express their concerns, doubts and feelings.

16. 16) If you are carrying out an exercise of setting targets and goals,involve subordinates in the process. Don’t just let decision flow down from the top

17. 17) Overcome the resistance to change by all means 18) Teach subordinates to view mistakes as opportunities which help them learn rather than opportunities for punishment.

18. 19) Speak chearly and give suggestions instead of instructions. 20) Always set high but realistic standards of performance.

19. 21) Let your passwords include Challenge, Responsibility, Planning,Increased Autonomy Increased input, Delegation of Powers, Authority etc.

20. 22) Have Complete confidence in your people and let it reflect in your behaviour.

21. 23) Interact and deal with subordinate with a Positive frame of mind. Be very supportive, have great expectations, confront people where required and be honest.

22. Employee Empowerment Newstorm Davis Empowerment is any process that provides greater autonomy through the sharing of relevant information and provision of control over factors affecting job performance. J. I. Cotton. A Participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organisation success. Empowerment refers to a process in which a manager shares power with a subordinate. Managers may empower subordinate by sharing resources with them, allowing them to participate in the decision making process and by giving them access to relevant and important information.

23. Approaches to Empowerment 1.Helping employee to achieve job mastery (Giving proper training, coaching and guided experience) 2.Allowing more Control. 3.Providing successful role models. 4.Using social reinforcement and persuation (Giving praise, encouragement and verbal feed back designed to raise self confidence.) 5.Giving emotional support (reducing job stress and anxiety through better definition, task assistance, and honest caring.)

24. Conditions necessary for Empowerment 1.Participation – Remove bureaucratic hurdle, necessary training. 2.Innovation – 3.Information - Free access to required information. 4.Accountability – must be held accountable for their result.

25. How to Enrich Job 1.Increasing responsibilities of the employee by adding variety of task. 2.Assigning the employee a complete natural unit of work. 3.Allowing the employee to set his own standards. 4.Making the employee directly responsible for his work.

26. 5Encouraging the participation of employee in planning work, innovating new techniques and reviewing results. 6Introducing new and more difficult and challenging tasks not previously done. 7Removing some controls from while ensuring that individuals are clearly accountable for achieving Standards. 8Allowing employee to make crisis decision in problem situations rather than relying on the boss.

27. Job enrichment is that type of improvement in the context of the job which may give a worker more of challenge, more of a complete task, more responsibility, more opportunity for growth and more chance to contribute his ideas.