Английский язык: Аннотирование и реферирование текста

141 First, trust problems cannot be corrected quickly. It takes time to build trust. Second, it takes courage for managers to give employees what their performance deserves. It may be easy to reward the high per- formers, but it is sometimes uncomfortable to withhold rewards when people perform poorly. It is particularly difficult when the poor- performing employee is either an outspoken troublemaker or a loyal, dedicated and hard-working employee. But giving employees what their performance deserves is impor- tant. To do otherwise sends a crippling message to the underperforming employee and his teammates. It is like a parent who tells two children they can have ice cream if they clean their rooms, then lets both have the reward when only one completes the chore. This teaches both chil- dren that they do not have to perform to get what they want. Unfortu- nately, too many employees have learned this lesson, and it is a major cause of motivation and performance problems in the workplace. Another mistake managers make is to give too much trust. Man- agers who delegate duties to employees and then never follow up may think. They are doing the right thing by giving employees space and independence. But, in fact, they are not reinforcing positive behaviors or correcting negative behaviors. Employees want managers to follow up on assignments to find out what they are doing right and what they could do better. Tying positive outcomes to the employee's bonus rein- forces those behaviors and improves productivity. Satisfaction . It is difficult for employees to put out the effort necessary to get their work done when they realize. "The outcomes of- fered to me are not satisfying. I'm not getting what I want from my job." People may believe they can do the job (confidence) and that outcomes will be tied to performance, but they will not be motivated if they be- lieve the outcomes will be dissatisfying. It does not make sense for anyone to work hard for something he doesn't want. Many managers fail to take the time to find out what is satisfying and dissatisfying to each employee. When motivating employees, many