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Job-Satisfaction and Productivity - Compensation And Productivity
Human Resources Management - Compensation And Productivity
Job-Satisfaction and Productivity - Compensation And Productivity
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Many employers set the goal for making employees happy on the assumption that this will lead to high productivity.
Job-Satisfaction and Productivity
Many employers set the goal for making employees happy on the assumption that this will lead to high productivity. This is possibly a misdirected assumption. Managers who follow this strategy could end up with a very happy but poorly performing group of employees. While unhappy workers might become unproductive, happy workers are not always productive workers. If feeling of satisfaction does have a positive effect on productivity, it has been found to be fairly small and negligible. Peak performance in an individual depends upon a myriad of variables like visualization, positive self-concept, intense focus and concentration while facing demanding situations.
Factors affecting productivity would also differ according to the nature of the job. An employee’s productivity level on machine-paced jobs is going to be more influenced by the speed of the tools and mechanical devices than by his or her level of satisfaction. However, the satisfaction-performance correlations are found to be stronger for higher-level employees. Thus, one might expect the relationship to be more relevant for individuals in professional, supervisory, executive and managerial positions rather than for manual workers. In front office jobs that involve direct face-to-face interaction with customers and other visitors, satisfaction could influence the subtle forms of behavior of employees including their postures and gestures, which could alter their personal effectiveness.
The more valid conclusion emerging amidst management scientists is that productivity would lead to satisfaction than the other way round. Managers would get better results by directing their attention primarily to the question of what will help employees to become more productive. Successful job performance should then logically lead to feelings of accomplishment. The secondary outcomes would be in the forms of increased pay, perquisites, promotions and other automatic rewards which are desirable outcomes of working hard and smart, from a
Based on continuous field experience and experimentation, Edward Deming presented his fourteen principles for achieving quality and reliability. Some of the principles have a bearing on productivity as well. For example, Deming has urged managers to reduce fear throughout the organization by encouraging open, two-way, non-punitive communication. This was because the economic loss resulting from fear to ask questions or reporting trouble was appalling. Deming also appealed to manufacturers to help reduce waste by encouraging design, research, and sales people to learn more about the problems of production. Two sources of waste were identified by Deming namely system and local faults. He urged the managements to use statistical techniques to identify them and strive to constantly reduce wastes.
Deming called for the elimination of the use of goals and slogans to encourage productivity, unless training and management support is also provided. Close examination of the impact of work standards was recommended to ensure if they considered quality or helped anyone do a better job as they often act as an impediment to productivity improvement. Institution of rudimentary statistical training on a broad scale, institution of a vigorous program for retraining people in new skills, to keep up with changes in materials, methods, product designs and machinery were the other principles advocated by Edward Deming.
Many employers set the goal for making employees happy on the assumption that this will lead to high productivity. This is possibly a misdirected assumption. Managers who follow this strategy could end up with a very happy but poorly performing group of employees. While unhappy workers might become unproductive, happy workers are not always productive workers. If feeling of satisfaction does have a positive effect on productivity, it has been found to be fairly small and negligible. Peak performance in an individual depends upon a myriad of variables like visualization, positive self-concept, intense focus and concentration while facing demanding situations.
Factors affecting productivity would also differ according to the nature of the job. An employee’s productivity level on machine-paced jobs is going to be more influenced by the speed of the tools and mechanical devices than by his or her level of satisfaction. However, the satisfaction-performance correlations are found to be stronger for higher-level employees. Thus, one might expect the relationship to be more relevant for individuals in professional, supervisory, executive and managerial positions rather than for manual workers. In front office jobs that involve direct face-to-face interaction with customers and other visitors, satisfaction could influence the subtle forms of behavior of employees including their postures and gestures, which could alter their personal effectiveness.
The more valid conclusion emerging amidst management scientists is that productivity would lead to satisfaction than the other way round. Managers would get better results by directing their attention primarily to the question of what will help employees to become more productive. Successful job performance should then logically lead to feelings of accomplishment. The secondary outcomes would be in the forms of increased pay, perquisites, promotions and other automatic rewards which are desirable outcomes of working hard and smart, from a
Based on continuous field experience and experimentation, Edward Deming presented his fourteen principles for achieving quality and reliability. Some of the principles have a bearing on productivity as well. For example, Deming has urged managers to reduce fear throughout the organization by encouraging open, two-way, non-punitive communication. This was because the economic loss resulting from fear to ask questions or reporting trouble was appalling. Deming also appealed to manufacturers to help reduce waste by encouraging design, research, and sales people to learn more about the problems of production. Two sources of waste were identified by Deming namely system and local faults. He urged the managements to use statistical techniques to identify them and strive to constantly reduce wastes.
Deming called for the elimination of the use of goals and slogans to encourage productivity, unless training and management support is also provided. Close examination of the impact of work standards was recommended to ensure if they considered quality or helped anyone do a better job as they often act as an impediment to productivity improvement. Institution of rudimentary statistical training on a broad scale, institution of a vigorous program for retraining people in new skills, to keep up with changes in materials, methods, product designs and machinery were the other principles advocated by Edward Deming.
Tags : Human Resources Management - Compensation And Productivity
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