Motivation and commitment

Making participation in the program voluntary so as to ensure commitment and motivation on part of the mentors to ensure competency amongst mentors, this should be complemented by rigorous mentor selection as well as training. 

The first-line supervisors or team leaders should be educated, trained, and motivated to make safety, health, and loss prevention part of their everyday activities. First-line supervisors and team leaders must be provided the tools with which they can effectively manage the safety, health, and loss prevention function just as they manage production, quality, and the other job requirements. Necessary to acquire the appropriate buy-in are the commitment and motivation of upper-level management combined with the necessary education and training (i.e., the tools ) for supervisors or team leaders to manage safety and loss prevention effectively, as well as holding the supervisor or team leader accountable for the safety performance or achievement of the goals or objectives. 

Some contemporary management strategies which have a short-term focus onfy on shareholder value m create an organizational culture with a detrimental impact on OHS because of the dilution of commitment and motivation. This can come about through ... 

What are the specific goals of a particular session-for example, to teach principles, train procedures, or build commitment and motivation ... 

Is it compulsory that mentor and mentee meet as part of a larger organizational or govemment-fimded program If so, then the mentoring relationship may become artificial and unrelated to the real needs and interests of mentor and mentee. This in turn will affect motivation and commitment and, ultimately, the outcomes of the relationship. The issue of compulsory versus voluntary participation in mentoring relationships will be discussed in detail in Chapter 8. 

Laboratory personnel should be given appropriate responsibility and authority to be motivated, committed and actively involved in contributing to the achievement of the quality objectives. The responsibilities and authorities of laboratory persoimel shall be defined, communicated and agreed with interested individuals. 

This work was carried out by a highly skilled and motivated team of people from all areas of GSK, and 1 would hke to thank aU of them for their commitment and dedication to the project. In addition 1 would like to acknowledge the assistance from the staff of Novasep (France) and Chiral Technologies Europe for their contributions and very helpful discussions to the development of the MCC process. It is to all of these people that this chapter is dedicated. 

Most individuals unknowingly clutter up their lives during their working years. They surround themselves with unnecessary possessions, with social and community commitments, and with worn-out human relationships. When retirement possibilities appear on the horizon, many of these individuals are motivated to simplify their lives. This shedding process is a major part of retirement planning. 

Managers often view performance appraisals as an undesirable task, but careful planning and implementation should make them less onerous. Performance appraisals are closely finked to employee motivation, performance, commitment, and turnover. Numerous systems are available, each ofwhich has its strengths and drawbacks. The formal appraisal must be accompanied by frequent and substantive informal feedback. The appraisal interview is key to the success of the appraisal system. The allocation of organizational rewards must be finked closely to the results of the appraisal process. 

Mutually agreed upon objectives and goals must be spelled out in the GEM plan. The alliance of and commitment from both divisions (executive management and QA) will invariably create companywide enthusiasm and motivation. It will also demonstrate to the FDA that there is internal collaboration and executive management commitment to support a long-term,... 

Compliance with this Commitment and applicable laws is the responsibility of every employee and contractor acting on our behalf and a condition of their employment or contract. Management in each business is responsible to educate, train and motivate employees to understand and comply with this Commitment and applicable laws. 

There is no reason why ideas of this kind should not be freely debated by all concerned before taking any firm steps and without prior commitment. The motivation should be to determine what is needed, in the interests of an orderly development of the sector. There would almost certainly be considerable spin-off for conventional farming and it would be sensible to ensure adequate liaison with other relevant funding bodies. 

Commitment and involvement are complementary and essential elements of a sound safety and health program. Commitment by management provides the organizational resources and motivating force necessary to deal effectively with ergonomic hazards. 

Management commitment and employee involvement are complementary. Management commitment provides the motivating force and... 

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