Willoughby (2013) explains “Everyone wants to feel appreciated and everyone values a simple ‘thank you’” (para. 6). There several ways an employer can be successful at showing value in an employee and there are even more ways to show no appreciation at all. Many employers tend to have pitfalls, these pitfalls led to unhappy employees and unfortunate work results. Comaford (2013) states that emotions drive 90 percent of human behavior, showing an employee that they matter is an emotional bond and if employees feel they do not matter the organization suffers. Showing favoritism is a major pitfall shown by an employer, this can be shown through decisions, promotions, performance evaluations, and task assignments. Acknowledging people only when …show more content…
As seen in the example above this led to the ultimate consequence, termination. Chief Smith could have taken several steps to avoid favoritism; there were many opportunities to be fair. In this particular case the Chief needed to give each employee the opportunity to alternate assigned task, it would be an easy solution to keep the same employees from getting the best task and favoritism would have been avoided. Chief Smith had several opportunities to rotate work schedule providing each employee the chance to share the load of each shift, instead of giving the best shifts to his favorites each time there was a shift change. Utilizing different methods the Chief could have avoided any favoritism, kept his job, and kept employees …show more content…
Working 12 hours a day six days a week can definitely destroy the desire to wake up every morning and go to work. This was a situation I found myself in for two long years. At a previous company it was mandatory by the managers to work 72 hour work weeks, which completely overwhelmed the employees. According to research done by ABCNEWS (2015) 26 percent of employees said they were working too hard. This was 100 percent the case while working as a dispatch in the oilfields. The Division Manager at this oilfield company refused to hire enough employees to lessen the work load on the current employees exhausted. Workplace safety, performances, and staff retention all suffered due to the overworked employees. The company began to see a high turnover rate, which had an even great impact on hours worked. It also saw a decrease in moral, employee attendance, and attitudes suffered greatly from the impact of working so many hours. Barajas (2011) explains being overworked is about the gap between the tasks you are currently doing and what you are expected to be doing. He suggests that this type of stress creates a lot of tension in personal and work environment, which is exactly what the oilfield company was experiencing. The division manager failed to acknowledge there was a problem with employees being over-worked and showed little regard to how it was affect the current employees. He did not take anything into consideration and rarely responded to
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
Harrington, J. M. (2001). Health Effects of Shift Work and Extended Hours of Work. OEM Education. Retrieved on December 3, 2013, from http://oem.bmj.com/content/58/1/68.full. doi: 10.1136.oem.58.1.68
Harrington, J. M. (2001). Health Effects of Shift Work and Extended Hours of Work. OEM Education. Retrieved on December 3, 2013, from http://oem.bmj.com/content/58/1/68.full. doi: 10.1136.oem.58.1.68
With all discrimination aside, what’s important is to show some honest respect, ethics, value, and loyalty to every employee.
At some point, the more time one spends working, the less productive they become, as Delistraty states. Delistraty tells us that the French are required to take at least 30 days off each year. This should not just be mandatory for French workers, but for every full-time worker. Too many people in our culture overwork causing them to miss out on important milestones in their loved ones’ lives. Working over 50 hours a week not only stresses one’s body but also limits time spent with friends and family, which is one of my top priorities. Delistraty mentions Menlo Innovations and how they see people who work overtime as “inefficient workers, not dedicated.” I think that every company should view overtime this way, they recognize that overwork is inefficient. If companies have this mentality it might help people to focus more on themselves and not neglect their physical and psychological health and lead them to more efficient work. The motivation for employees to work hard, and overwork, is to allow themselves a comfortable retirement as Delistraty states. By overworking, people tend to miss out on milestones and important events, in their lives and family. As Delistraty tells us, people “are too busy fitting their lives into work, rather than fitting work into their lives”
...cted and die or get very sick. Long hours caused people to be overworked and some committed suicide cause they couldn’t handle the stress of long hours and being away from their families, and this also is included in loss of family stability.
In social work profession, it is notably important that a practitioner be able recognize aspects of their decision making that may be motivated by uncontrollable circumstances such as past experiences, family values, and personal values. Uncontrollable circumstances, such as the examples listed above, all attribute to personal biases a practitioner may display when working with individuals, groups, families, or communities. A personal bias is the negative or positive perspective or demeanor, both knowingly and unknowingly, of any particular individual, or group of individuals, based on different diversity factors that may skew the way that an individual interacts or perceives an individual or group (Miller, Cahn, Anderson-Nathe, Cause, Bender, 2013). Therefore, as a social worker, the importance of practicing self-awareness is that it helps the practitioner to shuffle through personal biases, and in return, aid in social justice and be effectively responsive to diversity factors in the practice setting (Bender, Negi, Fowler, 2010).
Owners like managers alike, should establish ways to demonstrate appreciation for employees. This course has taken my perspective on managing beyond just giving rules and following standardized ways of doing business. The phrase “it takes a village to raise
“Equity considerations play a major role not only in the evolution of distributive systems but all in the emergence of supporting ideologies and the processes through which distributive systems are challenged and replaced” (Cook,K.S., & Parcel, T.L. 1997, p.2). Therefore, when the employees are rewarded for their work they will most likely work harder to restore the balance of equity. Whereas if an employee is under rewarded the employee will most likely do the opposite and not work as hard. The ongoing issue at Engstrom Auto Mirror Plant was that the employees were being under- rewarded and not appreciated by upper management, which lead to low productivity that severely impacted the companies
Survey data from nurses working shifts of more than thirteen hours increased patients’ dissatisfaction with care (Stimpfel, Sloane, & Aiken, 2012). Furthermore, nurses working shifts of ten hours or longer were up to two and a half times more likely than nurses working shorter shifts to experience burnout and job dissatisfaction. Extended shifts undermine nurses’ well being, may result in job turnover and can negatively affect patient care. Based on the study, patients were less satisfied with their care when nurse-working shifts of thirteen or more hours compared to nurses working less hours (Stimpfel, Sloane, & Aiken, 2012). Nurses underestimate the impact of working long shifts because the idea of working three days a week instead of five seems appealing. However, working three day week can sometime turn into additional, unplanned workday which leads an increase in burnout and
The culture of appreciating employees for their hard work and achievements by incentives shows how the organization values their employees. Lincoln believed “Status is of great importance in all human relationships. The greatest incentive that money has, usually, is that is it a symbol of success... The resulting status is the real incentive... Money alone can be an incentive to the miser only. There must be complete honesty and understanding between the hourly worker and management if high efficiency is to be obtained”. This shows how harmoniously the labor and management have to work together to produce
Even though work is not considered a social event, co-workers need to be a least civil with each other. Even if they do not get along with all of their coworkers or manager the sense of belonging still needs to be met. If the employee feels like they are not valued by their manager then they start to slack off. Managers can fix this situation by having personal recognition awards and self-evaluations throughout their employment. The last layer is the highest level of Maslow’s hierarchy of needs and it is related to self-esteem and self-actualization. This level is all about how the employee views him/her self. If an employee feels like they are doing the best they can and living up to their highest potential in life and is getting recognized for the work that is done than this need is met. However, if this need is not met they can start looking for other careers that try to satisfy this need. Managers can handle this situation by providing self-evaluations and one-on-one evaluations with each other. This idea can be check in points for the employee to gage how they are doing and what they need to improve. This is where both the manager and the employee can set goals. Goal-setting improves motivation in the workplace and achieve goals throughout their
315), motivating other is to give recognition and praise can be thought as directly placing a positive reinforcement, that is reinforcing the adequate behavior by giving an award. A strong motivator is recognition because it is a regular human need. DuBrin (2013, p. 316), an outstanding of recognition, which include praise, as a motivator it that it is no cost or low cost yet powerful. Bob Nelson, a reward expert, reminds us that money is important to employees and recognizing others motivates them to elevate his or her performance. It has a huge return on investment in comparison to a cash bonus. DuBrin (2013, p. 318), according to equity theory, employee motivation and satisfaction depend on how properly the employees believe they are treated in comparison to peers. The theory debates that employees have certain beliefs about the outcomes they receive from their jobs, as well as the inputs they invest to obtain these outcomes. This theory has many implications for the leader who attempts to motivate subordinates. No matter how well a program productivity or cost-cutting is, it needs to still provide equitable pay. Also, the leader needs to see that subordinates perceive themselves to receive a fair deal in terms of what they give to and receive from the company. DuBrin (2013, p. 320), effective leaders are good coaches and good coaches are effective
In case of Billy and Ted, Billy could have done lots of thing to improve workplace attitude and related indicators such as Job satisfaction, absenteeism and turnover. After that incident Ted had a negative attitude about Billy and also very strong negative attitude about his company. Because Ted was denied compensation and Billy was awarded compensation. Ted perceived that his company didn’t treat him with the fairness and later on he left the company because of h...
Research indicates that long working hours contribute largely to stress and stress related diseases. Currently, employees are being put on pressure by the organization in order to achieve the set goals. Nevertheless, the employees are willing to work for longer hours in order to earn more money to satisfy their increasing needs (Gullotta et al., 2003:23). On the other hand, the organizations have been compelling their subordinates to work for longer hours as a way of punishment or increasing the possibility of achieving the set goals within the stipulated time. This aspect has increased the number of depressed people in the population. With many people being unaware of how to deal with depression, they are turning to smoking. As a result, long working hours have been associated with smoking behaviors (Burke & Cooper 2008:46). The most affected people are the young people. This behavior has increased the number of people suffering from cancer and other respiratory related diseases in the world. In addition, it has increased the number of people suffering from heart and lung diseases.