It may not surprise you to read that social behavior can have an effect on productivity in the workplace. But it may surprise you to learn that not all social behavior leads to a negative impact on productivity. There are numerous examples where certain types of social behavior can contribute to a financial advisor’s team-related productivity as well as personal productivity.
In a study conducted last September by the George Washington University Graduate School of Education & Human Development, Charles Kurose wrote about two theories, “goal setting theory” and “social cognitive theory.” According to Kurose, “Goal-setting theory is a framework for understanding the relationships among motivation, behavior and performance. The basic idea behind goal-setting theory is that humans translate motivational forces into observable behavior through the process of setting and pursuing goals. Goals are thus the mechanism that operationalizes motivation by using it to shape and drive behavior—without such a mechanism, motivation would simply be a collection of unrealized, internal forces of little consequence.”
“Social cognitive theory,” says Kurose, “sees motivation and behavior as resulting from an ongoing, dynamic interaction among cognitive, social and environmental variables. Cognitive factors such as goals, values and efficacy beliefs all influence motivation and the decisions people make about how to act.
Translating these two theories into practical application in an office environment is often a difficult process, especially in a busy office environment. But with some effort it can be done.
To begin, the financial advisor (or office manager) should construct an employee manual that spells out in detail the rules of the office. These can be things such as appropriate attire, breaks, the opening and closing of the office and other aspects of daily office operations.
A second step might be to construct an employee position description with specific, detailed and objective criteria that form the basis of that employee’s evaluation of performance and behavior. This is not some simple one- or two-paragraph description. Rather, it should be a detailed list of criteria that are communicated clearly to the employee. It could be divided into different sections such as position specific criteria or general standards for the office, for example. Then, the management of employees is standardized and made objective. The process might look like this: