Plague the workplace
This report seeks to comprehensively analyze the issues that plague the workplace. There are problems that need to be brought out into the open to give management the option to devise ways to improve conditions. Problems like worker’s discontent, low productivity turnout, frequent employee turnover, recurrent sick leaves and promptness issues, low self-esteem or motivation factors and employee-management relations when left to die naturally will redound to the eventual closure of the company.
Apart from an improved workplace condition, the research also points out the importance of a fair and accurate employee appraisal system that would be the major factors to fuel motivation and increase productivity levels. However, if the appraisal system is not conducted under the circumstances that breed employee perception of fairness, this will most likely not give dent to improved workplace conditions. Businesses are profit-oriented enterprises. Thus, it must depend on a highly motivated workforce to churn out the expected revenues to continue operations and sustain profitability.
Furthermore, this report will also attempt to discuss and recommend a fitting employee evaluation system that serves as solution to a particular human resource case (HR case) presented herein. The actual case serves an example of management’s failure to meet employee expectation
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But this thesis is limited in scope only to the appraisal of employee performance as a pertinent tool of a human resource function. It does not dwell however on providing the company involved, solutions to the issue on frequent employee turnover. Employee motivation is the single factor that dictates the productivity quotient of a company. Companies and organizations should always make it a point to put employee motivation on top of its priorities. And that includes acquiring a profound understanding of what is likely necessary to come up with the right chemistry that motivates employees, even before they decide to hire employees.
By putting into consideration the role of each employee in the successful operations of a business enterprise, management should be able to respond to the needs, drives and expectations of its workforce. A satisfied bureaucracy ushers positive energy as well as increased productivity. The employees must be treated accordingly. In fact some studies suggest that employees should be referred to as “working partners”, which is actually what they are. Thus, it is of importance to acknowledge every employee as co-equals with diverse individual needs, drives, characteristics and personalities.
If we dig more deeply, employees actually adhere to a hierarchy of needs; The basic physical needs or the physiological needs – to acquire food, shelter, clothing and other things in order to survive. A safe workplace – they must be in a non-threatening work environment in terms of job security, safe tools, equipment and installations. Social interaction – to commune with friends or co-workers; participate in social activities and engage in endeavors that promote personal development. Employee’s ego – needs recognition, acknowledgement, rewards, a system that is visible in the workplace
Personal and professional growth – the need to follow one’s dream and potential by making use of his gift and talents. Satisfying the abovementioned needs drive employees to be morally and emotionally ready to entertain employers and basic workplace productivity goals. These are the conditions that must be addressed by management to secure a well-motivated workforce (Belilos, C. 1997). Employees continuously monitor the state of management because their fate lies in the performance of the enterprise.
Adult workers for example usually focus beyond the reels of salary expectations; they must be secure in the thought that they can entrust their life, fate, reputation, security and their future to the company. Thus, employment shapes their lives and especially those dear to them. With fulfilled expectations, employees become fully motivated and this drives them to contribute to the organization even beyond “the call of duty”. With a workforce this satisfied and extremely dedicated, frequent employee turnover is nil (Belilos, C. 1997).