Supervisory Roles (continued)
- Size and Space
- companies with large facilities
and/or many locations may require more supervisors.
 Empowerment
- Companies that require less
adherence to strict controls may require fewer supervisors (contrast
of Southwest and American: Southwest regarded supervision as
more support, while American thought of it more in terms of compliance
with objective criteria.
- Similarly, differing degrees
of autonomy for employees: "in situations characterized
by standardized behaviors and formal job roles and definitions,
the desired result is reliability, replicable performance, and
safety, rather than novelty, although clear goals and less supervisory
autonomy might be appropriate. In these types of settings, which
are quite common in the security industry, employees have specific
shift responsibilities and goals." In companies that want
to foster creativity, setting clear goals may be a disincentive
-- no incentive for change, risk taking.
- have to balance individual
rights and privacy with duties, especially in the security industry,
where issues such as drug use may be a problem.
- Defining responsibilities
- The supervisor must work with
the employee to limit or expand the breadth of the job responsibilities
- Managing Performance
- This is process of ensuring
employees are working toward organizational goals. -- performance
appraisal or review.
- Study by Komaki, Dessles and
Bowman, 1989, suggest s there are 3 supervisory behaviors that
relate to employee performance:
- performance antecedents: instructing,
directing and conveying expectations of performance.
- performance monitors : collecting
performance information by talking with and observing an employee
- performance consequences: supervisor's
acknowledging employee's performance in formal and informal methods.
- performance review must be regular and
systematic
- too much monitoring may discourage
workers, who feel they aren't trusted. On the other hand, supervisor
must set clear expectations.
- Delegating
responsibility
- Really delegating responsibility
is a key to employee growth, and also lets the supervisor concentrate
on key responsibilities and to grow.
- "Delegating is a long-term,
future-oriented employee-development process, not just stop-gap
when there's a crunch.
- Before delegating:
- make sure employee understands
task and related performance standards
- completely inform employee about
all aspects
- tell employees why they were
selected
- communicate deadlines
- provide employees with information
about where to go for assistance and what's available
- tell employee what results are
expected.
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Security Management