Employee involvement in the missions and visions of an organization, and the types of employee commitments towards an organization remain at the center of designing any management strategy. Business leaders have led through the centuries by understanding employee psychology, employee emotions, and employee expectations, and by catering to employee needs in a manner that resulted in a win-win situation for both employer and employee. This situation guaranteed organizational commitment of the employee and in turn helped the organization realize its goals.
Every employee needs to be monitored, and that's not meant to be a negative assessment or chastisement. Every employee - including strong, dedicated and productive employees need to be monitored. This is because employers need to know their workforce. They need to understand who does and who does not bring an adequate amount of effort and output to the table. While yes, employee monitoring on its own can come off as somewhat creepy, it still remains one of the surest actions an employer can take to truly read into the pluses and minuses of his or her business.
There can be no question that diversity has become the hot topic in today’s modern workplace. Businesses have scrambled to hire an increasingly wide range of employees from various ethnic backgrounds and sexual orientations. However, one faction of the diversity push that seems to be playing catch-up within the workplace is age diversity. Too many enterprises, particularly startups that operate within the tech segment, gloss over the presence of an available older workforce.
Although most managers will not directly employ the principles of classical conditioning, it is important for them to understand the process. First, it can help explain why punitive or disciplinary actions should be avoided or used with caution. Second, managers may find an understanding of classical conditioning useful in modifying their own behavior.
Whether it stems from a buyout, merger or reorganization, there’s nothing quite as nerve-wracking as the possibility of losing one’s job. When changes in business necessitate organizational changes, it can create an atmosphere of fear and uncertainty. Spherion researched this matter, extracting the most common employee fears. It hoped to find positive actions that management can take to try and ease a person’s fear during this difficult time. Through the use of focus groups, it came to light that employees have four main areas of concern.
Often companies try to write one job description to cover all workers doing essentially the same kind of work. Those job descriptions usually fail to cover general responsibilities that apply across many workers. But it is perhaps even more common and more of a problem when job descriptions do not reflect adequately the uniqueness of each different position. Consider these common problems before writing your next job description.
After all, nature itself isn’t all that ethical: it’s a take-what-you-can-grab sort of world out there, with every animal and every species eager to secure its prey with as little personal cost as possible. They say all is fair in love and war. So if we are at war with our competitor and eager to secure the love of our customers, what policy would we hamstring ourselves with? Ah, but there’s the clinch: The customers. As a business, you’ve got to court their favor. More than that, you’ve got to court top talent – you don’t want high turnover.
Word-of-mouth recruiting is simple enough. The recruiting process happens naturally when company employees narrate the merits of joining their company to their friends and acquaintances. Referrals a major source for filling up jobs, according to most of the recruitment agencies. Word-of-mouth recruiting is said to be an effective recruitment tool to create a superior workforce. But with a shrinking labor pool, it is getting more and more difficult nowadays. To leverage the power of word-of-mouth, employers are opting for referral bonuses to attract more candidates.
In regular office workspaces, employers and managers use a combination of constructive and positive feedback as a tool for enhancing employee motivation – because this is the combination that works best. However, a regular use of such combinations also dulls perceptions as to the difference between constructive and positive feedback, and which has priority in a given situation.
