“What Great Managers Do”
To be a great manager, one must know three things about each employee: their strengths, triggers that activate those strengths, and how they best learn. Whereas great leaders discover and capitalize on what is universal among their workforce, great managers concentrate on identifying and making use of each worker’s uniqueness. Doing so produces many benefits: builds better teams, fosters interdependence, and helps improve employee motivation and engagement. Because workers are evaluated on their strengths and weaknesses, they also take responsibility for honing their talents. (Harvard Business Review)
“Survey of Employee Attitudes: Relatively Content”
A survey from Watson Wyatt of nearly 10,000 employees at 53 companies in India finds workers dissatisfied with their compensation and benefits, as only 39% gave favorable ranking to their pay and benefits package. Despite that, employees in India are the most committed workers in the region, as 71% ranked their job satisfaction favorably, ahead of 63% for the Asia Pacific region. (EIU Business India Intelligence, The Economist Intelligence Unit Ltd., 23-Mar-2005.)
“Committed Workers Better Returns”
The goal of many companies is to find programs that influence employee engagement while at the same time affect the bottom line. Being a good corporate citizen, for instance, relates to good financial results but does little for employee engagement. Paying attention to work/life balance influences employee engagement but does almost nothing for financial results. Two areas that can influence both engagement and results, however, are performance management and employee recognition. Key activities include setting clear expectations for employees, offering proper training, and providing feedback, yet many companies do a poor job of implementing these good performance management practices. And providing recognition to workers for a job well done, anything from a small “thanks” to broader public recognition, will go a long way toward maintaining good engagement levels of the workforce. (London Free Press {Ontario}, 28-March-2005, )
“Maximizing Employee Performance While Minimizing Employee Stress”
In this day of doing more with less, employee burnout is a serious issue in Australian firms. In a recent survey of nearly 8,000 employers, Hudson found 32% of managers reporting growing employee burnout, with 34% of those who are experiencing increased burnout levels also seeing productivity decline. Obtaining maximum productivity while avoiding burnout can be achieved, however. Experts advise giving employees as much control as possible, as control is the single most important factor in whether workers feel stressed or invigorated when faced with challenges. Other tactics for avoiding burnout include fostering ongoing communications, making sure managers know how to provide guidance and encouragement, encouraging employees to support one another, improving hiring and orientation processes, and making sure employees have the tools and training to perform well. (Human Resources Magazine, Reed International Books Australia Pty Ltd.,
08-Mar-2005.)
“How and Why We Lie At The Office: From Pilfered Pens To Padded Accounts”
For the past couple of years, newspapers have been full of stories about executives who allegedly cooked the books, stole money from their companies, and committed other unspeakable acts. With all this attention on the top, another ethical meltdown has gone largely unnoticed--ordinary employees are lying more often too. They are padding expense accounts here and there. They are overlooking misconduct on the part of other employees, especially in companies undergoing mergers, acquisitions, or restructuring. And employees calling in sick have hit a five-year high. According to a 2004 CCH survey, as many as three-fifths of sick calls are phonies. People are not sick but rather are tending to personal needs or just feeling entitled to a day off. One-third of the respondents to a Kronos Inc. survey admitted to having lied about their need for sick days. Employees have also expanded the reasons for taking time off. Some have gone so far as to demand medical leave for a common cold. HR professionals say its part of a new culture of entitlement. As far as reporting ethical violations, workers among the rank and file are less likely to do so than managers. (The Wall Street Journal, 24-Mar-2005, Midwest ed.,
From United States,
To be a great manager, one must know three things about each employee: their strengths, triggers that activate those strengths, and how they best learn. Whereas great leaders discover and capitalize on what is universal among their workforce, great managers concentrate on identifying and making use of each worker’s uniqueness. Doing so produces many benefits: builds better teams, fosters interdependence, and helps improve employee motivation and engagement. Because workers are evaluated on their strengths and weaknesses, they also take responsibility for honing their talents. (Harvard Business Review)
“Survey of Employee Attitudes: Relatively Content”
A survey from Watson Wyatt of nearly 10,000 employees at 53 companies in India finds workers dissatisfied with their compensation and benefits, as only 39% gave favorable ranking to their pay and benefits package. Despite that, employees in India are the most committed workers in the region, as 71% ranked their job satisfaction favorably, ahead of 63% for the Asia Pacific region. (EIU Business India Intelligence, The Economist Intelligence Unit Ltd., 23-Mar-2005.)
“Committed Workers Better Returns”
The goal of many companies is to find programs that influence employee engagement while at the same time affect the bottom line. Being a good corporate citizen, for instance, relates to good financial results but does little for employee engagement. Paying attention to work/life balance influences employee engagement but does almost nothing for financial results. Two areas that can influence both engagement and results, however, are performance management and employee recognition. Key activities include setting clear expectations for employees, offering proper training, and providing feedback, yet many companies do a poor job of implementing these good performance management practices. And providing recognition to workers for a job well done, anything from a small “thanks” to broader public recognition, will go a long way toward maintaining good engagement levels of the workforce. (London Free Press {Ontario}, 28-March-2005, )
“Maximizing Employee Performance While Minimizing Employee Stress”
In this day of doing more with less, employee burnout is a serious issue in Australian firms. In a recent survey of nearly 8,000 employers, Hudson found 32% of managers reporting growing employee burnout, with 34% of those who are experiencing increased burnout levels also seeing productivity decline. Obtaining maximum productivity while avoiding burnout can be achieved, however. Experts advise giving employees as much control as possible, as control is the single most important factor in whether workers feel stressed or invigorated when faced with challenges. Other tactics for avoiding burnout include fostering ongoing communications, making sure managers know how to provide guidance and encouragement, encouraging employees to support one another, improving hiring and orientation processes, and making sure employees have the tools and training to perform well. (Human Resources Magazine, Reed International Books Australia Pty Ltd.,
08-Mar-2005.)
“How and Why We Lie At The Office: From Pilfered Pens To Padded Accounts”
For the past couple of years, newspapers have been full of stories about executives who allegedly cooked the books, stole money from their companies, and committed other unspeakable acts. With all this attention on the top, another ethical meltdown has gone largely unnoticed--ordinary employees are lying more often too. They are padding expense accounts here and there. They are overlooking misconduct on the part of other employees, especially in companies undergoing mergers, acquisitions, or restructuring. And employees calling in sick have hit a five-year high. According to a 2004 CCH survey, as many as three-fifths of sick calls are phonies. People are not sick but rather are tending to personal needs or just feeling entitled to a day off. One-third of the respondents to a Kronos Inc. survey admitted to having lied about their need for sick days. Employees have also expanded the reasons for taking time off. Some have gone so far as to demand medical leave for a common cold. HR professionals say its part of a new culture of entitlement. As far as reporting ethical violations, workers among the rank and file are less likely to do so than managers. (The Wall Street Journal, 24-Mar-2005, Midwest ed.,
From United States,
Namaskar. Well presented. But two aspects appear to be missing in the study:
1. We are moving from hierarchy to horizontality(harmony). What is the prospect?
2. Some employees are basically grumlers and fastidious? What is the way out?
Regards,
Jogeshwar.
From India, Delhi
1741. We are moving from hierarchy to horizontality(harmony). What is the prospect?
2. Some employees are basically grumlers and fastidious? What is the way out?
Regards,
Jogeshwar.
From India, Delhi
Dear lalita,
Namaskar.
It appears that you too are a skeptic of statistics means I am too. The conclusions made on the basis of significance of difference or coefficient of correlation are just suggestive. If any one loses his/her intuition because of statistical inferences then he/she most likely to lose himself/herself.
I have made extensive use of statistics for two reasons .
1.Academic community accepts statistical language.
2.You can sort out things from any blooming buzzing confusion.
But never lose intuition and at the same time be not dogmatic. This is the instruction to myself.
Regards,
Jogeshwar.
From India, Delhi
Namaskar.
It appears that you too are a skeptic of statistics means I am too. The conclusions made on the basis of significance of difference or coefficient of correlation are just suggestive. If any one loses his/her intuition because of statistical inferences then he/she most likely to lose himself/herself.
I have made extensive use of statistics for two reasons .
1.Academic community accepts statistical language.
2.You can sort out things from any blooming buzzing confusion.
But never lose intuition and at the same time be not dogmatic. This is the instruction to myself.
Regards,
Jogeshwar.
From India, Delhi
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