Development Program Proposal: First Name Last Name Strayer

Development Program Proposal First Name Last Name Strayer University BUS 520 Prof. Andrea Banto October 15, 2017

Developing a professional development training program centered on emotional intelligence (EI) offers substantial benefits for organizational performance, especially when tailored to foster teamwork, enhance interpersonal relationships, improve communication, and elevate overall productivity. This proposal emphasizes the implementation of an incentive program based on EI management approaches, designed to motivate employees and strengthen management capabilities. The context derives from an organizational analysis that identified low employee motivation, poor working conditions, and ineffective management practices as core issues affecting overall performance. The proposal aims to address these issues through targeted motivational strategies founded on EI principles, supported by relevant research.

Introduction

The organization in focus is Family Dollar, a major American retail chain with extensive operations across the United States. As identified in prior analysis, the primary organizational problem revolves around employee dissatisfaction driven by inadequate wages, poor working conditions, and lack of motivational incentives. These issues contribute to high turnover rates, low productivity, and diminished organizational growth. The organization’s failure to leverage emotional intelligence in its management practices has further compounded these challenges, leading to ineffective leadership and disengaged staff. Therefore, implementing a professional development program rooted in EI principles aims to revitalize the workforce, foster a positive organizational culture, and promote sustainable growth.

1. EI and Motivation

Key EI building blocks such as self-awareness, self-regulation, motivation, empathy, and social skills are essential for management to improve employee performance and job satisfaction. Self-awareness involves managers recognizing their emotional states and understanding how their behavior influences others. This awareness allows them to manage their reactions constructively, fostering trust and respect. Self-regulation entails controlling impulses and demonstrating adaptability, which can help in managing stressful situations effectively. Motivation, facilitated through intrinsic rewards and goal-setting aligned with employees’ values, directly impacts engagement levels. Empathy enables managers to understand employees' perspectives, thereby tailoring motivational strategies that resonate personally. Strong social skills, including effective communication and conflict resolution, foster a collaborative environment where employees feel valued and supported.

To influence employee motivation, the organization will employ positive reinforcements such as bonuses, public recognition, and career development opportunities when employees demonstrate desired behaviors or exceed performance expectations. Negative reinforcements, like constructive feedback and performance improvement plans, will be used judiciously to correct undesirable behaviors while maintaining morale. For example, recognizing outstanding customer service publicly can boost confidence and reinforce positive behavior, while addressing persistent lateness through coaching ensures accountability without demotivating staff. These strategies aim to reinforce desired behaviors, build a motivated workforce, and resolve the organizational issues of low engagement and productivity.

2. EI and Social Skills and Decision Making

The core EI concepts outlined in the literature include self-awareness, self-regulation, motivation, empathy, and social skills. These elements significantly enhance management’s social capabilities and decision-making efficacy. Self-awareness allows leaders to recognize their biases and emotional responses, leading to more objective and balanced decisions. Self-regulation ensures that managers can remain calm and composed during crises, facilitating rational problem-solving. Motivation contributes to resilience, enabling managers to inspire their teams even amid setbacks. Empathy fosters understanding of employee concerns, leading to more empathetic and effective communication that enhances team cohesion. Strong social skills, including active listening, negotiation, and conflict resolution, enable managers to build strong relationships and facilitate collaborative decision-making, thus improving organizational responsiveness and adaptability.

3. Effective Teams

Effective teams are characterized by attributes such as clear goals, open communication, mutual trust, accountability, and complementary skills. To develop such teams, strategic initiatives like team-building exercises, cross-functional collaboration, and leadership development programs will be employed. These strategies promote shared understanding, foster trust, and encourage collective responsibility. Regular feedback sessions and recognition of team achievements will sustain motivation and reinforce positive behaviors. Emphasizing diversity and inclusion further enhances team dynamics by integrating varied perspectives and encouraging innovative problem-solving. Such strategies align with the organizational goal of fostering a cohesive work environment where every member feels valued and empowered to contribute to organizational success.

4. Reward Systems

The proposed reward system emphasizes both intrinsic and extrinsic motivators. Intrinsic rewards include recognition programs, professional growth opportunities, and participation in decision-making processes that foster a sense of ownership and purpose. Extrinsic rewards encompass performance bonuses, commissions, and other financial incentives tied to measurable performance metrics. To motivate employees and influence behavior, strategies such as individual performance appraisals linked with rewards, team-based incentives, and Employee of the Month programs will be implemented. These strategies aim to reinforce positive behaviors, boost morale, and increase productivity. Offering meaningful rewards that align with employees’ values encourages sustained engagement and commitment to organizational goals.

5. Executive Summary

This proposal recommends implementing a comprehensive professional development program anchored in emotional intelligence principles to address organizational challenges at Family Dollar. The program emphasizes enhancing managers’ EI skills such as self-awareness, self-regulation, empathy, and social skills, which are critical for motivating employees and improving leadership effectiveness. By integrating motivational strategies—such as positive reinforcement, recognition, and performance-based incentives—this initiative aims to foster a collaborative and committed workforce. Development of effective teams through targeted team-building activities and establishing an equitable reward system will further improve organizational cohesion and productivity. Supporting research indicates that emotionally intelligent management positively influences job satisfaction, teamwork, and overall performance (Goleman, 1990; Mayer et al., 2008). Implementing this program will not only address current employee dissatisfaction but also promote a sustainable organizational culture conducive to growth and success.

References

• Goleman, D. (1990). Emotional Intelligence. Bantam Books.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional Intelligence: New Ability or Eclectic Traits? American Psychologist, 63(4), 503-517.
• Brackett, M. A., Rivers, S. E., & Salovey, P. (2011). Emotional intelligence: Implications for personal, social, academic, and workplace success. Social and Personality Psychology Compass, 5(1), 88-103.
• Côté, S., & Miners, C. T. H. (2006). Emotional Intelligence, Cognitive Intelligence, and Job Performance. Administrative Science Quarterly, 51(1), 1-28.
• Caruso, D. R., & Salovey, P. (2004). The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership. Jossey-Bass.
• Boyatzis, R. E., & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion. Harvard Business Review Press.
• Bar-On, R. (2006). The Bar-On Model of Emotional-Social Intelligence (ESI). Psicothema, 18, 13-25.
• Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson Education.
• Walumbwa, F. O., et al. (2011). Leadership outcomes as a function of follower perceptions of authentic leadership. Journal of Management, 37(2), 361–382.
• Robertson, L., & Cooper, C. (2011). Well-being: Productivity and happiness at work. Palgrave Macmillan.