Computers and Funeral Computers and Funeral ServiceService

AdvantagesAdvantages

DisadvantagesDisadvantages

InternetInternet

http://www.njfda.orghttp://www.njfda.org (NJ FDs’ Assoc.) (NJ FDs’ Assoc.)

http://www.nfda.orghttp://www.nfda.org (NFDA) (NFDA)

http://www.nfdma.orghttp://www.nfdma.org (NFD & Morticians’ (NFD & Morticians’

Assoc.)Assoc.)

Personnel Issues in FSPersonnel Issues in FS

Human Relations: “motivating people in Human Relations: “motivating people in organizations to develop teamwork, which organizations to develop teamwork, which effectively fulfills their needs and achieves effectively fulfills their needs and achieves organizational objectives”organizational objectives”

Human relations are critical:Human relations are critical: 1) attaining objectives of the firm1) attaining objectives of the firm 2) effective public relations2) effective public relations 3) motivate and maintain personnel3) motivate and maintain personnel

Motivating PersonnelMotivating Personnel

““motive”: something that causes a person to motive”: something that causes a person to actact

““motivation”: the individual internal process motivation”: the individual internal process that energizes, directs, and sustains that energizes, directs, and sustains behaviorbehavior

– (Pride, Hughes, Kapoor, 2005)(Pride, Hughes, Kapoor, 2005)

Theories of MotivationTheories of Motivation

Frederick W. TaylorFrederick W. Taylor Hawthorne studiesHawthorne studies Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs Herzberg Dual/Two Factor TheoryHerzberg Dual/Two Factor Theory McGregor Theory X and Theory YMcGregor Theory X and Theory Y

Frederick W. TaylorFrederick W. Taylor

interested in improving efficiency of interested in improving efficiency of individual workersindividual workers

research led to “scientific management”research led to “scientific management” each job should be broken down into each job should be broken down into

separate tasksseparate tasks people work only to earn moneypeople work only to earn money ““piece-rate system”: employees are paid a piece-rate system”: employees are paid a

certain amount for each unit of output they certain amount for each unit of output they produceproduce

Hawthorne StudiesHawthorne Studies

conducted at the Hawthorne plant of the Western conducted at the Hawthorne plant of the Western Clectric Company in ChicagoClectric Company in Chicago

objective was to determine the effect of work objective was to determine the effect of work environment on employee productivityenvironment on employee productivity

2 sets of experiments:2 sets of experiments:– 1) lighting in the workplace1) lighting in the workplace– 2) effect of “piece-rate” system2) effect of “piece-rate” system

Human factors are at least as important to motivation as Human factors are at least as important to motivation as pay rates….human relations movement.pay rates….human relations movement.

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Physiological NeedsPhysiological Needs Safety NeedsSafety Needs Belonging and Love/Social NeedsBelonging and Love/Social Needs Esteem NeedsEsteem Needs Self-actualizationSelf-actualization

Most employees in small business are Most employees in small business are motivated by belonging and esteem needs.motivated by belonging and esteem needs.

Herzberg Dual/Two Factor TheoryHerzberg Dual/Two Factor Theory(Motivation/Hygiene Theory)(Motivation/Hygiene Theory)

Frederick Herzberg interviewed Frederick Herzberg interviewed approximately 200 accountants and approximately 200 accountants and engineers in Pittsburghengineers in Pittsburgh

Feeling good and feeling bad about the job Feeling good and feeling bad about the job results from different sets of factors.results from different sets of factors.

Hygiene Factors: maintenance factorsHygiene Factors: maintenance factors Motivation Factors: cause people to strive Motivation Factors: cause people to strive

to do the best workto do the best work

McGregor Theory X and Theory YMcGregor Theory X and Theory Y

Theory X: employees are lazy, shiftless, Theory X: employees are lazy, shiftless, devious, unmotivateddevious, unmotivated– Taylor’s scientific managementTaylor’s scientific management

Theory Y: employees like to work and are Theory Y: employees like to work and are willing to do the best possible jobwilling to do the best possible job– human relations movementhuman relations movement

Motivation ProcessMotivation Process

1) determine objectives or purpose1) determine objectives or purpose

2) understand employee needs and wants2) understand employee needs and wants

3) communicate with employee3) communicate with employee

4) integrate employee-firm interests4) integrate employee-firm interests

5) provide auxiliary conditions5) provide auxiliary conditions

Motivation StrategiesMotivation Strategies

1) Extrinsic Motivation : tangible rewards1) Extrinsic Motivation : tangible rewards

2) Intrinsic Motivation: intangible rewards2) Intrinsic Motivation: intangible rewards

Business owners should enrich their Business owners should enrich their employees’ jobs.employees’ jobs.

Keys to Successful Work MotivationKeys to Successful Work Motivation

1) workers’ motives and values must be 1) workers’ motives and values must be appropriate for their jobsappropriate for their jobs

2) jobs must be attractive2) jobs must be attractive

3) effective performance3) effective performance

4) work goals should be clear, challenging, 4) work goals should be clear, challenging, attainable, and attractiveattainable, and attractive

Keys to Successful Work Motivation Keys to Successful Work Motivation (cont’d)(cont’d)

5) needed resources should be provided5) needed resources should be provided

6) constraints to performance should be 6) constraints to performance should be eliminatedeliminated

7) interpersonal and group processes must 7) interpersonal and group processes must support goal attainmentsupport goal attainment

8) personal, social, and technological parameters 8) personal, social, and technological parameters should be harmoniousshould be harmonious

Practical Motivation TechniquesPractical Motivation Techniques

1) Care about your employees.1) Care about your employees. 2) Take responsibility for your actions.2) Take responsibility for your actions. 3) Be tactful with the people who work for 3) Be tactful with the people who work for

you.you. 4) Give praise when a job is done well.4) Give praise when a job is done well. 5) Foster independence in your employees.5) Foster independence in your employees. 6) Be willing to learn from your employees.6) Be willing to learn from your employees. 7) Be enthusiastic and confident.7) Be enthusiastic and confident.

Practical Motivation Techniques Practical Motivation Techniques (cont’d)(cont’d)

8) Keep lines of communication open.8) Keep lines of communication open. 9) Give employees with problems help, not 9) Give employees with problems help, not orders.orders. 10) Set standards for the company.10) Set standards for the company. 11) Always let employees know where they 11) Always let employees know where they stand.stand. 12) Keep employees informed.12) Keep employees informed. 13) Encourage employee initiative, innovation, and 13) Encourage employee initiative, innovation, and

ingenuity.ingenuity. 14) Be aware of your own prejudices and biases toward 14) Be aware of your own prejudices and biases toward

certain people.certain people. 15) Try to be flexible.15) Try to be flexible.

Total Quality Management (TQM)Total Quality Management (TQM)

““the efforts of all members of an the efforts of all members of an organization directed to ensure that quality organization directed to ensure that quality in the production of goods and services is in the production of goods and services is achieved”achieved”

Maintaining PersonnelMaintaining Personnel

Direct and Indirect Costs of TurnoverDirect and Indirect Costs of Turnover

Positive employer-employee relationshipsPositive employer-employee relationships

Never take good employees for granted.Never take good employees for granted.

Twelve Guidelines for Criticism and Twelve Guidelines for Criticism and ReprimandReprimand

Management ResponsibilitiesManagement Responsibilities

1) develop employee participation1) develop employee participation 2) manage change2) manage change 3) understand human relations3) understand human relations 4) create a viable and workable organization4) create a viable and workable organization 5) communicate effectively5) communicate effectively 6) demonstrate effective leadership6) demonstrate effective leadership

Categories of AnalysisCategories of Analysis

1) Financial Analysis1) Financial Analysis

2) Market Analysis2) Market Analysis

3) Operational Analysis3) Operational Analysis

Professional AssociationsProfessional Associations

Within Funeral Service: colleagues rather Within Funeral Service: colleagues rather than competitorsthan competitors

With other professionals: facilitate With other professionals: facilitate communication and understandingcommunication and understanding

reflect social responsibility and servicereflect social responsibility and service