Discuss about the Employee To Perform Well At Workplace Is Priceless.
The desire of any employee to perform well at the workplace is priceless. It is regarded as one of the core components of a suitable and noteworthy business. At times when employees encounter dissatisfaction or feel discouraged or frustrated they might not feel able or willing enough to continue in their respective jobs. This might cause the employers to lose employees who no longer feel appreciated. Appreciation is extremely critical to the job satisfaction of an employee and also to his or her psychological well being. It has been found that the most common reason behind employees leaving their jobs is the lack of appreciation. It is therefore desirable that there are certain programs to appreciate employees. On the occasion the employees are not satisfied with their jobs there can be turnover in case of their jobs. Unsatisfied and de-motivated employees are bound to cause retention issues in the organisation. The meaningfulness of a job or a sense that the work has a broader purpose is consistently ranked by the employees as one of the most crucial factors for driving the phenomenon of job satisfaction. The qualities that make an employee valuable are that of motivation, job performance and the desire to show up and stay (Braun et al., 2013).
Figure 1: Components of Job satisfaction
Figure 2: Job Satisfaction model
Figure 3: Facets of Job satisfaction
Job satisfaction is the overall attitude of the employees towards their respective jobs. At the time the attitude of an employee towards his or her job is positive there is the existence of job satisfaction. There is the rise of dissatisfaction when the attitude of the employees is negative. At times when the employees are dissatisfied it is actually seen that they react either positively or negatively to the job circumstances which has a whole lot of impact on their work morale and also impact the organisation of which they are a part. In this connection it can be said that a job is much more than the obvious activities. It basically requires that there is a proper interaction with the co-workers, their bosses, the subordinates and it should also follow organisational rules and policies, meeting of the standards of performance and living with the conditions of work. It is also not an uncommon fact that happy workers are productive workers (Hülsheger et al., 2013).
In the workplace the concept of employee turnover is considered to have a connotation which is negative. This is because of the fact that the issue of employee turnover is responsible for causing a negative impact on the image of the organisation. In case employees of an organisation are dissatisfied the employees can cause the companies to suffer and also incur millions of losses. The loss of revenue becomes responsible for sending the companies to financial distress with certain companies filing for bankruptcy in extreme cases. The negligence of the employees due to the dissatisfaction with their employer can lead to huge amount of financial losses which are suffered by major brands and companies of different sizes (Card et al., 2012).
On the occasion when an employee is not happy with his or her job, it is reflected clearly in the productivity of the employees. On those situations where the employees put off their work it implies that they do not want to do it and because of this reason the employees rush through the process of task completion. This situation is also responsible for poor standards of quality, unsafe products and danger to the customers. In this connection it can be said that base on the feedback from the employees the organisations can make changes to increase the amount of productivity, boost the morale and also improve the quality assurance standards for ensuring that safe products, content employees, increased sales and happy customers are all reported to the organisation (Collie, Shapka & Perry, 2012).
It also happens that dissatisfied employees often neglect the work and daily tasks which are allotted to them. This is majorly due to their job dissatisfaction. The situation of company negligence on any particular level often results in considerable settlements which are paid and therefore this can damage the economic stability of a company and the company can witness a financial downward spiral (Lu et al., 2012).
It also happens that the salaries which are not around the median for the specific role of any employee in an industry the employees are dissatisfied and the turnover rates become considerable for the specific company. It has been researched that the turnover rates of the employees increase by 100 to 300 percent and also include cases when the 46% percent of newly hired employees leave their jobs within the first 18 months of their joining a particular organisation (Nagar, 2012).
It is seen that very little is needed to destroy the reputation of a particular company, it is seen that in most cases the actions which are taken by employees who are displeased with their organisation cause adverse effects on the image of the company in which they work. Depending on the degree of exposure of the event the reputation of the brand is affected to that degree of seriousness. In order to avoid such situations it is desirable that the managers or the individuals in authoritative positions take the matters in their hand and try their level best to ensure that the reputation of their organisation is maintained. Often if matters are handled suitably the bruises which the companies face along with the financial loses and the negative exposure are reduced to a considerable extent (Naderi Anari, 2012). At times when the employees are not satisfied by their jobs they might often try and not crack deals for their company. This is because of the reason that they do not feel the need to crack deals for their respective companies. With the decrease of the employees’ interest in the company, their work ethic also reduces considerably. Along with this the interaction of the employees with their colleagues and other members of the staff become robotic and lack any sort of interest. It is ultimately seen that due to the negative impact of the job on the employees the organisation suffers financial losses so much so that every employee is reduced to a particular number which contributes in a negative way to the organisation (Huang, You & Tsai, 2012).
The most noteworthy factor is the decreased loyalty of the employees towards their organisation. This scenario can be considered to be natural in the sense that the brand loyalty of those employees who are dissatisfied with their work is bound to change towards the negative. These employees are even lesser likely to back their respective companies and due to them the scenario of the workplace is also bound to suffer. Thus it is clearly seen that the employees who react negatively to their job dissatisfaction are likely to cause considerable losses to their companies (Edmans, 2012).
Rather than reacting negatively to the problems which can arise in the workplace it is desirable that the employees react positively to their issues and make the way for the solutions to be positively implemented with respect to their issues. The situations which the employees face need to be properly handled by them and due to this there is a chance for their job dissatisfaction to be reduced. Instead of remaining dependent on the organisation, the employees need to take care of their problems themselves (Wong, & Laschinger, 2013).
Communication is one of the most important factors for the maintenance of job satisfaction of the employees. Proper level of communication regarding the values of the company and the value of the employees need to be communicated. In case the employees find that their demands are not being met by the organisation, they need to state their grievances without fail to the proper authorities. It is natural for the employees to feel bad in case they are experiencing a feeling of exclusion. Instead of taking it in the negative sense, it is desirable for the employees to take responsibility for their own problems (Wood et al., 2012).
The issue of supervision is also a noteworthy aspect in the context of job satisfaction. It needs to be ensured that the supervisors under whom the employees work are positive by themselves and also have a positive attitude towards their work. In such a situation it is often observed that the employees who receive negative minded supervisors get a wrong example to emulate. In this connection it can be said that the employees who do not get supervisors according to their needs and find that their supervisors are unhelpful or unsuitable, it is their duty to ensure that they raise the issue in office meetings or to their respective bosses. Neglecting the issue on the other hand might lead to low morale of the employees in the long run which needs to be avoided at all costs.
The issue of responsiveness is a huge factor in the workplace scenario. It is not unnatural for the employees to face issues and problems in their place of work. Therefore it is the duty of both the employees and the managers to ensure that the problems which arise at the workplace are solved in proper time. There needs to be a proper consideration of the options and the choices available to the managers to solve the problems which the employees are facing. Be it administering proper feedback, coaching or career growth the employees need to be kept engaged towards their work and their jobs. In case the employees are not given solutions to their problems, it is their duty to ensure that the issue is reporting to the respective authorities (Yücel, 2012).
The employees need to be given praise and attention, their conditions of work also need to be pleasant and their learning experiences also need to be relevant. The working conditions also need to be conducive for the employees to work. In case the work loads are unmanageable the employees need to make sure that they report the same to the authorities. In case the workloads are too light, it also affects the morale of the employees. The employees might feel that they are not needed for the organisation. Therefore they also need to report the issues to the authorities. The employees need to be kept engaged, motivated and integral to the operation and also for the sake of their morale (Yücel, 2012).
It is not always possible for the employees to get a work environment which is conducive to their needs. It is the duty of the employees to ensure that they are capable enough of managing their work situations. In case the employees are true to their own goals and principles it is possible for them to ensure that their work conditions are favourable and they do not feel dissatisfied. It is also the duty of the employees to make sure that the skills and the capabilities which they posses are ideal for the job of which they are a part. Therefore it is bound to become easier for the employees to survive and become indispensible for their respective organisations. It is unnatural for employees to get dissatisfied if their own performances at their place of work are suitable and satisfactory. The balance needs to be maintained between the employers and the people who work for them. This is because of the reason that the situation which the organisations create for their employees need to be favourable enough for them to work (Clark, Georgellis & Sanfey, 2012).
The work environment at present is undergoing a significant shift wherein the factors including that of globalization, the growth of economics as well as the improvements in technology continuously pose challenges and create new opportunities for the employees. With these changes the perceptions of the employees regarding their jobs also change. In this scenario, the success of a particular organisation is reliant on its workforce. Employees who are satisfied and committed are the most noteworthy assets of any company. The efficient management of employees and human resources within an organisation are responsible for the higher levels of job satisfaction and the performance of the employees as a whole. Every company needs to ensure that their workforce is properly motivated.
References:
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
Card, D., Mas, A., Moretti, E., & Saez, E. (2012). Inequality at work: The effect of peer salaries on job satisfaction. American Economic Review, 102(6), 2981-3003.
Clark, A., Georgellis, Y., & Sanfey, P. (2012). Job satisfaction, wage changes, and quits: Evidence from Germany. In 35th Anniversary Retrospective (pp. 499-525). Emerald Group Publishing Limited.
Collie, R. J., Shapka, J. D., & Perry, N. E. (2012). School climate and social–emotional learning: Predicting teacher stress, job satisfaction, and teaching efficacy. Journal of educational psychology, 104(4), 1189.
Edmans, A. (2012). The link between job satisfaction and firm value, with implications for corporate social responsibility. The Academy of Management Perspectives, 26(4), 1-19.
Huang, C. C., You, C. S., & Tsai, M. T. (2012). A multidimensional analysis of ethical climate, job satisfaction, organizational commitment, and organizational citizenship behaviors. Nursing Ethics, 19(4), 513-529.
Hülsheger, U. R., Alberts, H. J., Feinholdt, A., & Lang, J. W. (2013). Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), 310.
Lu, H., Barriball, K. L., Zhang, X., & While, A. E. (2012). Job satisfaction among hospital nurses revisited: a systematic review. International journal of nursing studies, 49(8), 1017-1038.
Naderi Anari, N. (2012). Teachers: emotional intelligence, job satisfaction, and organizational commitment. Journal of workplace Learning, 24(4), 256-269.
Nagar, K. (2012). Organizational commitment and job satisfaction among teachers during times of burnout. Vikalpa, 37(2), 43-60.
Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of advanced nursing, 69(4), 947-959.
Wood, S., Van Veldhoven, M., Croon, M., & de Menezes, L. M. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human relations, 65(4), 419-445.
Yücel, ?. (2012). Examining the relationships among job satisfaction, organizational commitment, and turnover intention: An empirical study. International Journal of Business and management, 7(20), 44.
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