According to research, money is less important to employees than the feeling of being appreciated and recognized by superiors.
When the basic needs of employees are already met, money can no longer buy something people want, that is, the feeling of being needed by other people. An employee surely feels better when the praise comes from the boss for satisfactory performance. Read the rest of this entry »
According to research, money is less important to employees than the feeling of being appreciated and recognized by superiors.
When the basic needs of employees are already met, money can no longer buy something people want, that is, the feeling of being needed by other people. An employee surely feels better when the praise comes from the boss for satisfactory performance.
The following are some tips for those who are in charge of managing people:
Always remember to show appreciation to subordinates next time they do some favorable performance. They will surely feel happy and enthusiastic to do better thus, making the work place a second home for every employee.
An effective manager can easily cope and adapt with change in the workplace. He maintains a communication program on how to prepare the subordinates in accepting new ideas and on how to respond to any change affecting their jobs.
An effective manager nourishes an open minded attitude and objectively evaluates departmental objectives and corporate profit goals. The following guidelines can help both the executive and subordinates cope with change in the workplace.
A company planning to do cost-cutting by reducing its manpower may cause them more harm than good. In a company with unionized organization for example, it is usually written in the union contract that newer people go first and the senior workers remain when lay-offs are deemed necessary.
When manpower reduction happens, there are lower level jobs used to be performed by the newer people yet have to be done. These lower level jobs are then assigned to the senior workers left in the workplace.
In this scenario, what often happens is that senior workers gradually retrogress to cover the gaps, landing into the tasks which they never learned, or tasks which they have not done years ago and have mostly forgotten the task.
When a union contract includes prohibition for a tenured worker in receiving a reduction in salary, the result is that the employee performs a lower-level job for high-level pay.
In short, the employee gets paid more than the job is worth which is obviously not cost effective. The worst scenario would be, the reduction could mean a downturn in product quality.
Any plan for cost-cutting must be thoroughly evaluated to prevent this kind of ineffectiveness. There are other options possible than automatic lay-offs. A good example would be improving inventory control to keep stock at a lower level but the turn-over can be past.
It is always necessary to remain impartial when considering cost-cutting method. In most cases, the “boss” preserves his own pet projects while reducing other operation functions that are capable of providing a larger return.
A lot have been written on how to choose the right employee for a particular job. How about considering the idea of reversing the situation, that is, what should an employee look for in a “boss?”
According to studies, executives who manage creative employees fall into opposite categories, such as:
There are the supremely secured executives. They often project themselves like the head of the family. They regard creative employees with a mixture of awe and gratefulness. These are executives who are in total control of the financial and administrative aspects of the job are able to look at risk dispassionately. They do not only take chance on a wild idea proposed by a creative employee but will shrug-off the consequences of failure if the ideas did not prosper. These executives are considered as the best employers for creative employees.
There are the compulsively creative executives. These executives are likely to supervise an equally gifted subordinate than as an ally. Success in a job is not always a consideration in these executives mental list of priorities, nor failures. They are strictly go-for-broke. They are a joy to work for but since they are likely to be poor judges of what risks are worth taking and what are not, their failures are sometimes spectacular as their successes, and, when heads roll, their subordinates will be among them.
There are the worst executives. These are the executives who have limited imagination and are hesitant in taking chances. They manage people with iron hands, listen only to their own ideas and feel threatened by any subordinates who shows indications of creative ability. Their idea of success is not to make mistakes.
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