Crew Motivation and Development Charleston SC

Strict behavior and dress codes leave crew members of all ranks in Charleston with a clear grasp of what it takes to progress higher at McGee Bros, where employees are expected to look like "businessmen."

Officeteam
(843) 720-9246
177 Meeting St
Charleston, SC

Data Provided by:
Supplemental Healthcare
(843) 571-2700
1941 Savage Rd.
Charleston, SC

Data Provided by:
A Prime Solution
(843) 573-1301
4 CArriage Lane
Charleston, SC

Data Provided by:
The Miller Group
(843) 763-0456
3 Gamecock Ave
Charleston, SC

Data Provided by:
ThinkPath
(843) 556-2511
1941 Savage Rd
Charleston, SC

Data Provided by:
Adia Personnel Services
(843) 571-3113
3 S Park Cir
Charleston, SC

Data Provided by:
A-plus Staffing
(843) 556-1800
1527 Sam Rittenberg Blvd
Charleston, SC

Data Provided by:
Vip Mail
(269) 267-4895
1223 Forestwood Dr.
Charleston, SC

Data Provided by:
HospitalityStaff
(843) 763-7774
738 St Andrews Blvd
Charleston, SC
Main Industries / Positions
Service, Management, Other

Data Provided by:
Synergy Search Group
(843) 769-4445
PO Box 31637
Charleston, SC
Main Industries / Positions
Management

Data Provided by:
Data Provided by:

Crew Motivation and Development

Provided By:

Source: Masonry Construction
Publication date: May 1, 1997

By Elizabeth Keating

Abstract: Motivating and developing employees can be a delicate balancing act for even the most experienced contractor. Those who succeed use techniques that motivate employees in the long-term and start each worker's employment with a positive, career-focused orientation. Sam McGee of Monroe, N.C.-based McGee Bros. Co., says he wants everyone his company hires to think of becoming a manager. Strict behavior and dress codes leave crew members of all ranks with a clear grasp of what it takes to progress higher at McGee Bros, where employees are expected to look like "businessmen." Motivation expert Matt Stevens, president of The Stevens Group, advises clear, nonarbitrary identification of what it takes to progress at a company. Incentives should be measurable, believable, and limited to five or fewer to maximize the potential for success. If a company rewards and recognizes good performance in an arbitrary way, employees are less likely to be motivated than if a clear points system is used that everyone understands and agrees upon. McGee Bros. uses a bonus system in addition to recognition techniques.Stevens's company administers just one of several personality profile assessments on the market that are helpful tools for crew analysis. Stevens believes that the two leading causes of conflict are differences in pace and values in the crew members. Pace relates to how quickly someone makes a ...

Click here to read full article from Masonry Construction