Discuss about the Employee Satisfaction And Argumentative Discussion of Destructive or Constructive Response.
The level of employee satisfaction is an important parameter that is needed to improve upon the organizational performance. In order to measure the rate of employee satisfaction it is important to calculate the employee turnover rate. Internal surveys, within an organization also can be conducted that can and to identify the issues encountered by the employees at various levels in the workplace. The rate of employee engagement in a workplace is dependent on their individual satisfaction rate. In other words, it can be said that as the employee are able to achieve happiness and enjoyment at workplace as they are able to provide full potential for personal career improvement.
Under the current circumstances it is important to discuss about the ways that can be implemented in an organization as human resource policy to improve the happiness quotient of employees. The current essay will also provide an argumentative discussion in the context of destructive or constructive response that is provided by the employees. These responses are considered to be an essential element for implementing human resource policies.
The workplace reputation of an organization is an important parameter to decide on the performance level in the context of existing business environment. According to Wang et al.,(2015), the feedback of the existing and ex employees are highly essential to measure the workplace reputation of an organization. In the given context it is important to measure the existing workplace reputation of an organization, husband help in the evaluation process of quality performance. Qian et al., (2015), have mentioned that besides measuring the rate of customer satisfaction, it is also essential to measure the importance of employee happiness level that has direct impact on the productivity level. Higher reputation value of an organization can promote innovation within the market, which is reflected in the quality of product and service.
Detert and Burris, (2016), have mentioned about the fact that in most occasions, the unhappy and dissatisfied employees have the risk of providing negative feedback in reviewing their respective workplace condition. This is one of the major issues for the organization as they will not be able to attract fresh and young new talents in the context of fostering innovation.
On the other hand, Neves and Story, (2015), have argued about the fact that most of the Employees will not have the courage or capability to directly share negative or destructive reviews as in most the cases, due to lack of communication skills, they are not able to highlight on the existing practical issues. This is also one of the issues that are encountered in the context of the employee-employer relationship. Destroying the workplace reputation of an organization can compromise on the career prospect of individual employee as the chance of improving the existing condition is diminished. Nevertheless, Vidaver-Cohen, Gomez and Colwell (2015), have highlighted on the fact that negative feedback can generate motivating behavior with the employee as they are induced to change. Negative feedbacks and therefore be referred to as corrective response that can help in the purpose of change acceptance.
The reception of the negative feedbacks can vary depending on individual perception of employee and employer (Tuna, et al., 2016). In the given context, it is also important highlight about the fact that negative destructive feedback can also be counted as an opportunity to improve the existing workplace conditions. As highlighted by Heponiemi, et al. (2014), it is important for the employer to consider the negative feedback of employees as a chance that help them to identify the existing issues. It will therefore be possible to work on sustainable human resource policies for improving the motivation level of the employees. In the given regards, the employees need to consider the negative or destructive feedback from employees in constructive approach. This is only possible under the circumstances, where the employees are able to overcome the emotional factors that are needed to deal with the essential factors related to the professional life. The negative feedback can be considered as an opportunity to identify self reflect individual strengths and weaknesses, which is an essential part of the learning opportunity. Moreover, as the employees unable to provide constructive feedback, it is possible for them to upon their future job prospect and sustainability of an organization.
One of the major negative issues of destructive feedback from the employees as mentioned Giorgi, Leon-Perez and Arenas (2015), is the ability to threaten the existing working capability of an employee. The negative feedback can also compromise on the self image of an employee as the organization may suppress the opinion of the same. It is however important to note that negative feedbacks can actually help to improve the relationship between employee and employer as it increases the chance of establishing effective official relationship.
Lottrup et al., (2015), have mentioned about the element of high workplace stress and pressure that is associated with high level of negative feedback that are provided by the employees and employers. This is one of the major issues that can lead to higher level of absenteeism from the workplace and can compromise on the productivity and quality of performance. This issue is also associated with the quality of leadership that is being provided within an organization. Without proper leadership management within the organization it is not possible to deal with the issues related to poor level of employee motivation.
Another major risk that is associated with negative feedback is the false perception or false information that is being generated from the workplace to the society (Tuna, et al., 2016). With false or negative information the accuracy of implementing effective decision at the management level is reduced. Hence, high level of perception to negative feedback can create new problem instead of resolving the existing ones.
The chance of sharing constructive feedback is enhanced by the fact that it provides the opportunity to essential knowledge between the employee and employer (Giorgi, Leon-Perez and Arenas 2015). This is highly important in the context of the modern era of open innovation, where updated information is required in order to improve and change the existing working protocol within an organization. New opportunities can also be generated as the existing issues related to the workplace reputation are resolved. If negative feedbacks are considered as a source of improvement, it can help to add value to the existing organizational human resources that is needed to improve the existing workplace scenario.
Effective business communication is considered to be one of the key elements in dealing with the issue of unsatisfied employees. It is important for the employer to encourage higher level of engagement in Businessman motivational communication between the employee and the employer, which will help to improve upon the coordination level. It can therefore we say that the negative and destructive feedbacks that are provided by Employees can help to generate new working potential within the workplace for implementing innovation and improving the level of existing business communication process.
According to Chao et al., (2015), generation of positive workplace environment is a primary criteria for developing high level of job satisfaction. From the negative feedback it is possible to generate changes in the workplace environment, which can be the ultimate motivating factors for the employees. They can also feel importance within the organization as more number of people is able to take part in essential decision making process. In this context it is important to note that most of the people within in the management have to incorporate the policy of transformational leadership, which can motivate employees depending upon the changes in the business environment in internal workplace.
Abbas et al., (2014), have mentioned about the importance of rewarding employees depending upon their high performance level. As the Employees get high level of appreciation from the management, it is easily possible for them to generate higher level of motivation that is needed to improve the existing conditions of the employees. The managers can also provide a personal message to the Employees as a token of appreciation that can also help in the process of improving the relationship for long term employee retention.
The negative or destructive feedbacks can also help in identifying individual weakness of employees in the context of the skills that are required in the workforce. Hence, in order to motivate employees it is essential to provide training program to the workers that can help them to achieve higher level of challenge the workforce. With higher potential of the workforce, it is possible for the company to maintain effective relationship with their respective clients. Lu and Gursoy (2016), have added that well trained employees have lesser chance of leaving their jobs as they are able to achieve higher level of success. It can also help to improve the chance of higher level of engagement of the employees in essential managerial decision making process. The chance of implementing effective decision is also increased as the employers are able to collect more information from employees belonging from diverse background.
As mentioned earlier, high level of employee engagement is believed to be the key for adding values to the individual performance. This can also be achieved by high level of team performance within an organization, where every employee is given the credit of success of the team work. The team manager and organizational leader need to understand the values and difference between collective and individual performance. This will motivate employees to achieve higher level of success recognize their unique talent.
The socialization is an important aspect of business success as it can help to improve the element of business communication skills. As the employees are able to interact more with the workers, they are able to understand their perspective in the context of the existing challenges in the workplace. There are additional advantages of socialization, where employees are able to deal with their high level of stress with light Communication and enjoyment with working colleagues. Socialization is also an important element in effective team working capability of every employee (Lu & Gursoy, 2016).
High level of working motivation is strongly associated with the level of mental health condition of the employees. It is important to mention that poor Physical health can have a strong impact on the working capability of an employee, which can be a majority motivating factor for taking up higher challenges at workplace. Under the given context, it is the duty of the human resource manager to encourage the workers to practice mental health exercise that can help them to deal with high level of stress at workplace. The employees also need to have official Health Insurance, which can help them to regularly check up their physical condition for any forms of health challenges.
Finally, it is essential to deal issue at individual level at the workplace which can be implemented by properly analyzing detailed feedback of every employees. This can be ensured by implementing diverse range of workforce solutions at the organization. The leaders also need to implement innovativeness in their individual workplace that can handle the issue of workplace diversity.
In order to conclude the argument of the essay, it can be said that negative or destructive feedbacks can seriously harm the workplace reputation of an organization. Nevertheless, from the perspective of individual employee it is important to understand the root cause of all the issues. This can help them to generate constructive feedback for the organization and achieve higher level of career success. The negative or destructive feedbacks can therefore help to generate innovative ideas that can help in changing fomentation of Human Resource policies.
With the ideas that are generated from the constructive feedback it is possible to implement higher result that can raise the level of employee satisfaction. The basic idea is generated from collecting essential employee information in the form of feedbacks. This can help to improve the process of communication of the employees, as more number of people is able to involve in the process of essential decision making. Essential training can also be provided to the workers which can help them to generate higher level of potential at the workplace and therefore improve their engagement level. It is also recommended check out the mental and physical health condition of individual employees, which is considered to be an essential element of higher level of performance for job satisfaction.
References
Abbas, M., Raja, U., Darr, W. and Bouckenooghe, D., 2014. Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40(7), pp.1813-1830. DOI: https://journals.sagepub.com/doi/abs/10.1177/0149206312455243
Chao, M. C., Jou, R. C., Liao, C. C., & Kuo, C. W. (2015). Workplace stress, job satisfaction, job performance, and turnover intention of health care workers in rural Taiwan. Asia Pacific Journal of Public Health, 27(2), NP1827-NP1836. Retrieved from: Retrieved from: https://journals.sagepub.com/doi/abs/10.1177/1010539513506604
Detert, J. R., & Burris, E. R. (2016). Can your employees really speak freely. Harvard Business Review, 94(1-2), 80-87. Retrieved from: https://leadershipcoaching.com.au/wp-content/uploads/2016/03/Can-Your-Employees-Really-Speak-Freely.pdf
Giorgi, G., Leon-Perez, J. M., & Arenas, A. (2015). Are bullying behaviors tolerated in some cultures? Evidence for a curvilinear relationship between workplace bullying and job satisfaction among Italian workers. Journal of Business Ethics, 131(1), 227-237. DOI: https://doi.org/10.1007
Heponiemi, T., Kouvonen, A., Virtanen, M., Vänskä, J., & Elovainio, M. (2014). The prospective effects of workplace violence on physicians’ job satisfaction and turnover intentions: the buffering effect of job control. BMC health services research, 14(1), 19. DOI: https://doi.org/10.1186/1472-6963-14-19
Lottrup, L., Stigsdotter, U. K., Meilby, H., & Claudi, A. G. (2015). The workplace window view: a determinant of office workers’ work ability and job satisfaction. Landscape Research, 40(1), 57-75. DOI: https://doi.org/10.1080/01426397.2013.829806
Lu, A. C. C., & Gursoy, D. (2016). Impact of job burnout on satisfaction and turnover intention: Do generational differences matter?. Journal of Hospitality & Tourism Research, 40(2), 210-235. Retrevied from: https://journals.sagepub.com/doi/abs/10.1177/1096348013495696
Neves, P., & Story, J. (2015). Ethical leadership and reputation: Combined indirect effects on organizational deviance. Journal of Business Ethics, 127(1), 165-176. DOI: https://doi.org/10.1007
Qian, J., Lin, X., Han, Z. R., Tian, B., Chen, G. Z., & Wang, H. (2015). The impact of future time orientation on employees’ feedback-seeking behavior from supervisors and co-workers: The mediating role of psychological ownership. Journal of Management & Organization, 21(3), 336-349. DOI: https://doi.org/10.1017/jmo.2014.78
Tuna, M., Ghazzawi, I., Yesiltas, M., Tuna, A. A., & Arslan, S. (2016). The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction. International Journal of Contemporary Hospitality Management, 28(2), 366-396. DOI: https://doi.org/10.1108/IJCHM-04-2014-0182
Vidaver-Cohen, D., Gomez, C., & Colwell, S. R. (2015). Country-of-origin effects and corporate reputation in multinational firms: Exploratory research in Latin America. Corporate Reputation Review, 18(3), 131-155. DOI: https://doi.org/10.1057
Wang, M., Burlacu, G., Truxillo, D., James, K., & Yao, X. (2015). Age differences in feedback reactions: The roles of employee feedback orientation on social awareness and utility. Journal of Applied Psychology, 100(4), 1296. Retrieved from: https://psycnet.apa.org/buy/2014-57453-001
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