Dear All,
We are all employees from one end and employers at the other end. But are we sure why, as employees, we are not happy with the job/organization? And how can we expect our employees to be happy with their job/organization? I would like to collect your points of view on this.
Regards,
Silpa
From India, Pune
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1We are all employees from one end and employers at the other end. But are we sure why, as employees, we are not happy with the job/organization? And how can we expect our employees to be happy with their job/organization? I would like to collect your points of view on this.
Regards,
Silpa
From India, Pune
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Dear Silpa,
As learned from the book "Sound Bites for Success," losing good employees can be costly. But how can you motivate commitment and loyalty to your company? Fred Herzberg determined that there are five main "satisfiers" for employees.
The first satisfier is "advancement." It's a significant reason for staying loyal, especially in tough times. Advancement within a firm is the chance to develop professionally and personally. Advancement implies more money, more information, greater status, and other desired benefits.
Satisfied employees often report that they feel they have a future with their firm. They know where they are and what they have to do to move ahead. This is called a career path. It creates a foundation for performance appraisals and personnel evaluations. Without it, your employees may feel they have both feet firmly planted in midair.
The possibility of promotion is a powerful management tool. People want to know what they have to do in order to be considered for a better job. You'd be amazed at how many of your people have no clear idea how to get promoted. You can create this opportunity for advancement by setting up a career development program for your employees. These programs identify the job skills needed at each level of the organization and spell out how your employees can acquire them.
Whether their skills develop through internal training programs, home correspondence courses, or professional seminars, your employees will get a glimpse of a preferred future and how to get there. This is a strong motivator that, if implemented properly, can create a lifetime commitment and make them happy to stay with the organization.
Best regards,
John
From China, Shanghai
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As learned from the book "Sound Bites for Success," losing good employees can be costly. But how can you motivate commitment and loyalty to your company? Fred Herzberg determined that there are five main "satisfiers" for employees.
The first satisfier is "advancement." It's a significant reason for staying loyal, especially in tough times. Advancement within a firm is the chance to develop professionally and personally. Advancement implies more money, more information, greater status, and other desired benefits.
Satisfied employees often report that they feel they have a future with their firm. They know where they are and what they have to do to move ahead. This is called a career path. It creates a foundation for performance appraisals and personnel evaluations. Without it, your employees may feel they have both feet firmly planted in midair.
The possibility of promotion is a powerful management tool. People want to know what they have to do in order to be considered for a better job. You'd be amazed at how many of your people have no clear idea how to get promoted. You can create this opportunity for advancement by setting up a career development program for your employees. These programs identify the job skills needed at each level of the organization and spell out how your employees can acquire them.
Whether their skills develop through internal training programs, home correspondence courses, or professional seminars, your employees will get a glimpse of a preferred future and how to get there. This is a strong motivator that, if implemented properly, can create a lifetime commitment and make them happy to stay with the organization.
Best regards,
John
From China, Shanghai
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Shilpa,
I believe this is one of the most intelligent questions I have come across in recent times, and it certainly made me think. I am sharing my thought process on this aspect. Please note that my thoughts may not be directly from any textbook but are based on experience.
When we, as employees, are unsatisfied, we tend to form a team of dissatisfied employees as employers. To ensure a team of happy and satisfied employees, we, as employers, need to ensure our own happiness and satisfaction first.
We can share and give what we possess. As employers, we must fill ourselves with happiness and satisfaction so that we can cultivate a team of content and fulfilled employees within our organization.
Rakesh
From India, Hisar
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I believe this is one of the most intelligent questions I have come across in recent times, and it certainly made me think. I am sharing my thought process on this aspect. Please note that my thoughts may not be directly from any textbook but are based on experience.
When we, as employees, are unsatisfied, we tend to form a team of dissatisfied employees as employers. To ensure a team of happy and satisfied employees, we, as employers, need to ensure our own happiness and satisfaction first.
We can share and give what we possess. As employers, we must fill ourselves with happiness and satisfaction so that we can cultivate a team of content and fulfilled employees within our organization.
Rakesh
From India, Hisar
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Dear John & Rajesh,
Thanks for your views, and it's really informative. Here, as a concern, I saw employees who were not satisfied with the boss/organization because of high expectations and low performances of top management. At the same time, I come across employees who took responsibility/initiative, which has been taken as a threat by senior people for their future in the organization.
I strongly agree that there are always both kinds of people in any company. But when you are working as a team, and the goal of the team is to complete the task in a specified time, why do personal attitudes/preferences play a main role than the final goal & achievement in a professional life/work environment?
I hope my question makes sense to discuss with you all. Please let me know if I am not clear in putting my question in a constructive way.
Regards,
Silpa
From India, Pune
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Thanks for your views, and it's really informative. Here, as a concern, I saw employees who were not satisfied with the boss/organization because of high expectations and low performances of top management. At the same time, I come across employees who took responsibility/initiative, which has been taken as a threat by senior people for their future in the organization.
I strongly agree that there are always both kinds of people in any company. But when you are working as a team, and the goal of the team is to complete the task in a specified time, why do personal attitudes/preferences play a main role than the final goal & achievement in a professional life/work environment?
I hope my question makes sense to discuss with you all. Please let me know if I am not clear in putting my question in a constructive way.
Regards,
Silpa
From India, Pune
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Hi,
Please refer to the following thread: https://www.citehr.com/123163-job-hu...e-reasons.html. It may give some insights!!
Regards, Geetha
From India, Coimbatore
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Please refer to the following thread: https://www.citehr.com/123163-job-hu...e-reasons.html. It may give some insights!!
Regards, Geetha
From India, Coimbatore
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Hi all,
At this downfall time, everyone is assessing the same question in their mind. This question is a perfect question at this perfect time. Being an employee of an IT Company, I realized this question's answer very much. Being an employer, a person should have a clear-cut vision and mission. That vision and mission should be profitable towards society. If this thing is lacking, then he/she is not a genuine employer. One has to understand that being an employer, you should never think that employees are your slaves; rather, they are the assets of the company. How you treat them and how you use them will reflect in what you get in return. Mr. X (sa...am frame) is the best example. When his one interest was not satisfied, then all things came into the picture; otherwise, it will continue the same. So, an employer is not satisfied when he lacks a genuine reason for his establishment, lacks interest in serving people, is not a true people's leader, and is not an ethical person.
Next, we will come to the employee's side,
An employee has to think that when he/she is joining a company, he or she must be socially productive. Then, he has to utilize his skills and talent in a progressive way. Next, I will say when an employee lacks motivation and immediate recognition, he or she feels demotivated, and this is the first reason for dissatisfaction. Nobody joins a company for charity. If a company makes losses or enters into some wrong processes and financial issues arise, then an employee is severely dissatisfied. These issues need to be taken care of properly.
These are some of my points. Several other issues are there, but one thing I would like to say is that as everyone writes in their career objective that they want mutual growth, which combines theirs and the company itself. Likewise, if a company runs accordingly, generating positive returns for employees as well as employers, then nobody will be dissatisfied.
From India, Bangalore
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At this downfall time, everyone is assessing the same question in their mind. This question is a perfect question at this perfect time. Being an employee of an IT Company, I realized this question's answer very much. Being an employer, a person should have a clear-cut vision and mission. That vision and mission should be profitable towards society. If this thing is lacking, then he/she is not a genuine employer. One has to understand that being an employer, you should never think that employees are your slaves; rather, they are the assets of the company. How you treat them and how you use them will reflect in what you get in return. Mr. X (sa...am frame) is the best example. When his one interest was not satisfied, then all things came into the picture; otherwise, it will continue the same. So, an employer is not satisfied when he lacks a genuine reason for his establishment, lacks interest in serving people, is not a true people's leader, and is not an ethical person.
Next, we will come to the employee's side,
An employee has to think that when he/she is joining a company, he or she must be socially productive. Then, he has to utilize his skills and talent in a progressive way. Next, I will say when an employee lacks motivation and immediate recognition, he or she feels demotivated, and this is the first reason for dissatisfaction. Nobody joins a company for charity. If a company makes losses or enters into some wrong processes and financial issues arise, then an employee is severely dissatisfied. These issues need to be taken care of properly.
These are some of my points. Several other issues are there, but one thing I would like to say is that as everyone writes in their career objective that they want mutual growth, which combines theirs and the company itself. Likewise, if a company runs accordingly, generating positive returns for employees as well as employers, then nobody will be dissatisfied.
From India, Bangalore
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Dear All,
My question is not about why employees look for a change or how to retain an employee. My point is that we all join a reputed organization with personal goals and many dreams. When we work as a team, even though we are all professionals, we lack professionalism and start giving importance to our personal preferences, like colleague attitude and behavior.
Sometimes I receive an answer like, "because humans work together and in life, behavioral preferences are more important than anything." But I would like to know if there is any other point behind that.
Regards,
Silpa
From India, Pune
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My question is not about why employees look for a change or how to retain an employee. My point is that we all join a reputed organization with personal goals and many dreams. When we work as a team, even though we are all professionals, we lack professionalism and start giving importance to our personal preferences, like colleague attitude and behavior.
Sometimes I receive an answer like, "because humans work together and in life, behavioral preferences are more important than anything." But I would like to know if there is any other point behind that.
Regards,
Silpa
From India, Pune
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Dear Silpa,
Because of the downsizing, mergers, reorganizations, and employee diversity, today's leaders have to work more like public relations agents than like the number-crunchers of the past.
If there is a way to measure the way you'll be working from now on, one end of that tape you'll see the use of traditional management skills, and on the other, the mentoring/monitoring system of dealing with self-directed work teams and empowered, skilled, knowledgeable employees.
Today's measuring system indicates that your job is not so much to conduct monthly budget reviews or demonstrate your economic problem-solving prowess, as it is to articulate where your company, your department, your division, or your entrepreneurial organization is going - not only where it is going but how it's going to get there.
Your main functions, then, are to hire, train, and retain a wide diversity of good people with knowledge and skills; empower them to be accountable for their area of expertise; turn them loose to do their jobs; and provide rewards and incentives for them to keep up the good work.
Well, let's talk about how to develop your employees into team players? You can do this by getting to know the following variables in your team:
- Because of the age, education, and ethnic background of your people, you need to get a very clear picture of what your workforce looks like.
- You need to know what values are held by the majority of your employees. The best way to do this is to talk to them individually, hold discussions in groups, and then watch and listen.
- Ask your employees what they see when they "look" at your company, department, or division. In other words, what kind of organization do they think you have and how do they think it can be brought to a higher level of competency and productivity?
- Match people to your existing jobs; not the other way around. Reinforce and reward excellent performance. Keep people informed of what's going on and be as supportive of their lifestyles as you possibly can be by utilizing such things as flex time, networking stations, and a functioning feedback loop.
- Once you have implemented the first four items, look at your rate of turnover, the quality of your new hires, team rapport, overall productivity, and the number and kind of grievances you're getting, to get an overall picture of how you're progressing in developing truly empowered teams in your organization.
Best regards,
John
From China, Shanghai
Acknowledge(0)Amend(0)
Because of the downsizing, mergers, reorganizations, and employee diversity, today's leaders have to work more like public relations agents than like the number-crunchers of the past.
If there is a way to measure the way you'll be working from now on, one end of that tape you'll see the use of traditional management skills, and on the other, the mentoring/monitoring system of dealing with self-directed work teams and empowered, skilled, knowledgeable employees.
Today's measuring system indicates that your job is not so much to conduct monthly budget reviews or demonstrate your economic problem-solving prowess, as it is to articulate where your company, your department, your division, or your entrepreneurial organization is going - not only where it is going but how it's going to get there.
Your main functions, then, are to hire, train, and retain a wide diversity of good people with knowledge and skills; empower them to be accountable for their area of expertise; turn them loose to do their jobs; and provide rewards and incentives for them to keep up the good work.
Well, let's talk about how to develop your employees into team players? You can do this by getting to know the following variables in your team:
- Because of the age, education, and ethnic background of your people, you need to get a very clear picture of what your workforce looks like.
- You need to know what values are held by the majority of your employees. The best way to do this is to talk to them individually, hold discussions in groups, and then watch and listen.
- Ask your employees what they see when they "look" at your company, department, or division. In other words, what kind of organization do they think you have and how do they think it can be brought to a higher level of competency and productivity?
- Match people to your existing jobs; not the other way around. Reinforce and reward excellent performance. Keep people informed of what's going on and be as supportive of their lifestyles as you possibly can be by utilizing such things as flex time, networking stations, and a functioning feedback loop.
- Once you have implemented the first four items, look at your rate of turnover, the quality of your new hires, team rapport, overall productivity, and the number and kind of grievances you're getting, to get an overall picture of how you're progressing in developing truly empowered teams in your organization.
Best regards,
John
From China, Shanghai
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Hi,
There are a few major reasons why employees are not satisfied with the organization.
1. Performance Management system and Performance Appraisals - This is the major reason why employees get dissatisfied when their actual performance is not recognized due to the appraisals. Since appraisals are in fact directly linked to salary increments.
2. Organizational climate - The climate of the organization is yet another reason why employees are dissatisfied. For example, during a recession, if the company implements measures that might impact the organizational climate.
3. External consultants - Employees become dissatisfied when the organization brings in external consultants for certain alignments.
4. Change in the process - A small change in the organization's processes across all activities can also affect the employees' interest levels. For example, introducing new technology to increase operational efficiency can impact employee motivation.
5. Miscellaneous - There are also other factors like work-life balance, physical amenities, and peer groups that can influence employee interest levels.
I hope I have highlighted some factors that influence employee interest levels towards the organization.
Regards,
K. Jayavel
From India, Madras
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There are a few major reasons why employees are not satisfied with the organization.
1. Performance Management system and Performance Appraisals - This is the major reason why employees get dissatisfied when their actual performance is not recognized due to the appraisals. Since appraisals are in fact directly linked to salary increments.
2. Organizational climate - The climate of the organization is yet another reason why employees are dissatisfied. For example, during a recession, if the company implements measures that might impact the organizational climate.
3. External consultants - Employees become dissatisfied when the organization brings in external consultants for certain alignments.
4. Change in the process - A small change in the organization's processes across all activities can also affect the employees' interest levels. For example, introducing new technology to increase operational efficiency can impact employee motivation.
5. Miscellaneous - There are also other factors like work-life balance, physical amenities, and peer groups that can influence employee interest levels.
I hope I have highlighted some factors that influence employee interest levels towards the organization.
Regards,
K. Jayavel
From India, Madras
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Dear,
I think we don't find satisfaction because we don't always agree with what our seniors believe or follow. Half-heartedly, we listen to it and act upon it. The same happens with our associates, who we find may not be satisfied with us.
Moreover, it's a proven fact that if you find everyone pleased with you, you are not a successful manager.
Regards,
Ame
From India, Delhi
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I think we don't find satisfaction because we don't always agree with what our seniors believe or follow. Half-heartedly, we listen to it and act upon it. The same happens with our associates, who we find may not be satisfied with us.
Moreover, it's a proven fact that if you find everyone pleased with you, you are not a successful manager.
Regards,
Ame
From India, Delhi
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