The Maslow’s need hierarchy. The Maslow's hierarchy theory of needs (Maslow 1943) presents a hierarchical meeting the needs in the basis of motivation. However, the commonly adopted is the fact that the strongest motivator of employees is a money. Factors such as participation, commitment, a sense of being recognized and valuable employee by management and colleagues seems to be more important to maintain the motivation of employees (Laurie 2007). Needham (1999) argued that the Maslow's hierarchy needs theory is too rigid because differs workers on different position have different needs and priorities, furthermore, they may have different motivators impact on their performance.
annually, bi-annually, etc. However, the nature of the work may change throughout the evaluation period. Appraisers are most likely to consider the circumstances of the job that are apparent at the time the appraisal is administered. 6. Individual goal setting is an effective motivational tool and strategy for improving performance It is argued that goal setting removes bias.
It is a natural instinct to seek for more or to have more but somehow it can decrease the level of enjoyment in performing task because they might working so hard for the rewards and may cause them stress or fatigue. It would not be a problem when the rewards are certain but the problem is when the rewards are abruptly unavailable due to several reasons. An employee who has been working so hard for the rewards must be really disappointed and probably reluctant to perform their daily task because of the transformation of their motivation dependency from enjoyment to rewards. In addition, organization also should strategically plans on how to give compensation or rewards. Once organization starts giving out too many rewards, employees will always ask for more compared to the previous rewards and at some point employees’ intrinsic motivation may be shifted wholly to extrinsic
3.13 BUILDING COMPETENCY BASED PEOPLE PROCESSES COMPETENCY BASED SELECTION Competency based selection can be a way to gain competitive advantage. The market for human talent is imperfect. A firm that knows how to assess competencies can effectively hire the best at a reasonable price, for example hire under priced but highly entrepreneurial MBA’s from lesser-known business schools. There is a need for competency based selection because: •The person employed performs poorly in a critical job for he lacks the competencies required for that role •There is high turnover due to high failure rate among new hires. •The organization needs to identify new hires with the potential to become future managers or leaders.
Several organizations implement HR policies and practices that are harsh in nature and don’t see employee benefit. They might be fine keeping in mind the company’s interests but also contribute to the attrition rate, employee turnover because they can be very demotivating to the employees. Such policies may be in line with the business model but are not in sync with the employee. Employees feel that these organizations are selfish and only care about the business and not the employee’s welfare. However, no company wants to let go of its employees because higher attrition rates lead to a negative name in the market for the company.
Most of the customers are always looked disappointed about the slower shipping times that make by the manufacturing company, but when there are standard delivery times establish by whatever product types that are being shipped the expectation by the consumer and manufacturer will be less stressful for all. By establishing a cushion for delivery times, the planning and scheduling becomes an easier task to handle. In this case, the delivery date is determined by the agreement of both production manager and customer in order to increase the percentage of order shipped on time. This performance measure shows that the promising to a shipment date is a key part of processing a customer sales order. The customer must agree to the promised ship date before an order is accepted.
This also encourage employees to uphold a tournament theory as they are driven mainly to deliver to meet organisational culture and strategy. Refer to appendix 1. 4.2.2 DISADVANTAGES OF PERFOMANCE RELATED PAY Lawler (1994) believes that variable pay which he delineates as a crucial mechanism for communicating desired effort levels being subject to individual or organisational performance argues that sometimes employees work beyond their job description by working as a team, thus paying individuals on how competent they deliver their work is not fair as the system is perceived because such factors are not be considered leading to other team members dragging their feet hence excessively reducing productivity. It is therefore on such a foundational factor to also denote that this system entirely does not consider the costs that are incurred. Often for managers to be fairly sure of the grading they may need external auditors to aid in the process and such skilled manpower needs to be paid deducting from the company’s account.
A STUDY ON QUALITY OF WORK LIFE OF THE EMPLOYEES OF SELECTED COMPANIES NANJANGUDU INDUSTRIAL AREA Abstract: Quality of work life is becoming an imperative issue to achieve the goals of the organization in every sector whether it is education, service sector, banking sector, tourism, manufacturing, etc. Attrition, employees commitment, productivity etc. depend upon the dimensions of Quality of work life i.e. job satisfaction, organizational commitment, reward and recognition, participative management, work life balance, proper grievances handling, welfare facilities, work environment, etc. If organization provides a better QWL then it develops the healthy working environment as well as satisfied employee.
Job satisfaction can be understood as emotions or feelings with which employee views his work. It has been found that the employee don’t feel motivated to work however good the salary and incentives are, until and unless there is high job satisfaction. Job satisfaction is a result of fulfillment of various other factors like quality of work, salary, promotion etc. Thus it is the role of an effective manager to ensure that the employees are satisfied with their work and are thus properly motivated to work. 2) Promotions/expectation: Promotions allow employees to move up the ladder in a job which is suitable to their abilities.
CHAPTER 1 INTRODUCTION Background of the study Job satisfaction has been said to lead to qualitative and quantitative improvement in job performance (Ganguly, 2010). Therefore, it is important for organization to find factor that can lead to job satisfaction. In addition, according to Hasan Ali Al-Zu’bi, (2010), one of the key variables that impact the performance of organization is the employee’s job performance and satisfaction. Job satisfaction can be defined as the feelings of employees whether they like or dislike the different aspect of their job experiences in connection to previous experiences (Mohammad, Mumtazah, Jariah & Aminah, 2013). Meanwhile, Ganguly (2010) stated that job satisfaction involves a collection of numerous attitudes