It’s a business! It’s just business! – The two most used expressions that justify the action of an employer.

For an employee the company is supposed to be a family, a place in which you feel good, this being the main motivation and not the money. How about we treat this as a business for both sides? It is always about money. If next to money comes a pleasant social interaction and higher purposes … is fine.

When you negotiate your salary, the employer will try to pay you the smallest amount possible. The funny part is that if you tell the interviewer that you are there for the money, they will put you at the end of the list. So you lie and the carousel starts: they will think they tricked you and expect performance, you will be unsatisfied and will do work in … the smallest amount possible.
Everybody loses.

It should be a fair trade. You give your time and your competencies and you ask in return what you need and not what is offered.

Remember: You are part of the negotiation process and not the subject of negotiation. Personal branding should become your favorite jacket. The more you know about yourself, the more conscious you become of your value on the labor market.

Everything that is said about organizational behavior must respect the fair trade principles.

• Transparency and accountability
• Payment of fair price
• Gender equity
• Decent work environment
• Trade relations

We are so used to having freedom of speech but we do not care about our freedom to act. No matter the country, although the employer asks more work and dedication from you every day … he loves you until you ask for a raise.

Long-term relationships are based on solidarity, trust and mutual respect. You as an employee are the customer that buys-in the need for profit of the company every day. The organization should buy in exchange your need: the need for money.

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From the leading minds that have established Harvard Business Review as required reading for businesspeople around the globe.

While often loathed by supervisors and subordinates alike, appraisals are necessary precursors of performance improvement. This helpful collection examines the employee review process from many angles, exploring why we dislike it, how it could be better, and how appraisals should differ depending on the employee in question. Whether concerned with retaining stars, guiding underperformers, or improving one’s own performance-readers will learn to approach appraisals in new and more productive ways.

Harvard Business Review On Appraising Employee Performance

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We all know that people–not cash, buildings, or equipment–are the lifeblood of any business enterprise. Yet, astonishingly, there has never been a reliable way to quantify the contribution of human capital to corporate profit…until now. In THE ROI OF HUMAN CAPITAL, Jac Fitz-enz draws on years of quantitative and qualitative research by his prestigious Saratoga Institute to provide a breakthrough methodology for measuring the bottom-line effect of employee pe… More >>

The ROI of Human Capital: Measuring the Economic Value of Employee Performance

Our  necessity of social recognition meets halfway with the value given to us by other people.

There will always be a tendency to behave egalitarian in an effort to make people feel good. The level of hypocrisy involved makes it useless.

People feel the lie. If they are your employees they will despise you. If they are you superiors, you will get rejected. Your job is most times just a job. Define correctly your place, treat the other with respect and understand their place. Real value is real value. Even if people do not like you as a person, they will still respect you if you are true to yourself.

A team will evaluate its members based on two constructions: formal authority and informal status (respect).

The formal status is the etiquette used to make sense of the organization’s behavior. The value is given by the organization and is accepted by others based on the acceptance of their own status. An employee will listen to the manager that has a higher status because he perceives the higher value given by the company. Also his needs of moving up the company’s food chain is nourished by the existence of a superior position (hence motivation).

The informal status is a form of respect. It is given by the other team members only to those that are worthy and is mostly related to job performance.

Characterizations based on difference of gender are not a status. You will be surprised how easy a mentor can loose the attention of its followers only because she is a woman. The male employees have a beer-talk with the male boss who expressed his disappointed with woman getting pregnant and not performing. The little suck-ups node their empty heads in approval and behave accordingly.

Any employee has a tendency to communicate with peers or superiors. If the distance between the emitter and the receiver is perceived as too large, the communication process doesn’t happen.

A status barrier can be lifted in two ways:

• Create a grapevine communication system. The organization can be characterized as informal and this can be a disadvantage because it will affect the processes already in place.
• Define procedures for dealing with level of importance for issues and address them directly to the person that has the formal authority to say yes or no. That manager might not be your direct superior and you will have to take responsibility for the judgment call you make.

A role is the aggregation of actions that is expected from you. It establishes your position in a team and defines your behavior.

Roles are:

• Formal
  • Executive (execution) roles – what to do
  • Management (administrator) roles – who is the one that  tells others what to do
• Informal – they emerge as a need related to the functioning of the team but are not specified in a job description

You should pay attention to some specific aspects of a role:

• Ambiguity – when an employee is not clear about the expectation that the other employees have from him because he was not provided with clear performance expectations and performance feedback
• Conflict – when an employee is not clear about his responsibilities and how to prioritize them. It is mostly a problem of not getting the right employee for the right job.

The incompatibility between the expectations of a role and what happens in reality is not always the employee’s fault. As manager you should remember that if an employee does not understand is almost every time your fault because you did not sent the right message.