In order to maintain their net earnings, the business look for a number of alternatives, that includes cutting employment and making other similar decisions. Thus the results that policy makers expect form the fixation of minimum wages doesn’t turns out to be the same due to the behavioural responses of the employers. The supporters of minimum wage imposition believes that minimum wage imposition is the technique to boost the incomes of full time adults who belong to low income families in order to better off their situation. But in contrast to the assumptions, in reality the data indicates that mostly the part time workers are young workers and are generally not from the low income background. Hence the policy ends up resulting in creating
However, there are some people who disagree with this point of view because they believe competition leads to a focus only on winning. Workplace competition is not always positive, it can create unhealthy rivalries that result in workers resenting one another, which is especially true if one person or team always wins the competitions. This can result in a gap between the "haves" and "have nots" that may prove to be unhealthy in internal work relations. Competition can also create undue stress that may actually prove to be counterproductive to some workers efforts. Some workers don 't perform well under pressure and are actually more productive when the work environment allows for a more easygoing approach to getting work done.
But after explaining all the above statements it is very much easy to understand that if an employee will be allotted with a job enrichment there is a possibility that particular employee would not be able to handle such kind of work pressure in the name of job enrichment. Therefore, it is quite clear that not everything that comes out of job enrichment can be beneficial for the employees nor for the employers. 5. Mis-communication: Because all sorts of problems and issues with a job enrichment there is a possibility that the company can even face some sort of miscommiunication between their employees and the employers. And such type of mis-communication can lead the company to its end.
Intrinsic factors seem to influence positively on job satisfaction. The motivators include advancement, growth and development, responsibility for work, challenging, recognition, and advancement. In other words, extrinsic factors are closely related to the environment and condition of the work. The hygienes relate to job dissatisfaction including supervision, company policy and administration, working condition and interpersonal relation (Lephalala, Ehlers, & Oosthuizen, 2008; Shimizu et al., 2005). This theory has dominated in the study of job satisfaction, and become a basic for development of job satisfaction assessment (Lu et al.,
It’s usually seen as an internal state of being, physical, mental and emotional, but many also view it as encompassing behaviour and in particular work effort. Typical phrases used in employee engagement writing include discretionary effort, going the extra mile, feeling valued and passion for work. Employee engagement creates an informed, involved and productive workplace that helps propel the business towards its goals. Engaged employees: • have a desire and commitment to give their best to the
Also, due to the agreement, employees will not leave as quickly, therefore protecting the investment the employer has put into the employees. The cons from employers’ perspective: • Having a non-compete agreement might accelerate an employee decision to leave the company. • Non-compete agreement might increase the risk of the company to be involved in a legal battle. For example: The battle may be over the restrictions of the agreement being too broad. • Legal courts might not like unfair non-compete agreements which constrain an individual’s right to work.
Making employees feel under-valued is a big problem that occurs. This is because employers are now taking employees for granted. For example, feeling underappreciated for any extra work the new employer may put in. These employees may be going above and beyond what they initially signed up for, by their own accord or by orders from management. However, management take them for granted because they lack appreciation and acknowledgement for this work.
The psychological contract develops and evolves constantly based on communication, or lack thereof, between the employee and the employer. Promises over promotion or salary increases, for example, may form part of the psychological contract. Managing expectations is a key behaviour for employers so that they do not accidentally give employees the wrong perception of action which then does not materialise. Employees should also manage expectations so that, for example, difficult situations or adverse personal circumstances that affect productivity are not seen by management as deviant. Perceived breaches of the psychological contract can severely damage the relationship between employer and employee, leading to disengagement, reduced productivity and in some cases workplace deviance.
For example, it could be considered unethical to give an employee a relatively low rating due to personal differences, unrelated to the employee's actual work performance. She identifies other potentially unethical sources of errors that include leniency (being overly forgiving when rating), central tendency (rating everyone towards the middle rank), recency (rating based on only the most recent events) and the halo effect (ranking all traits as positive because of one positive trait) (Frenz, n.d., para 3). Essentially, the supervisor must assess his or her performance rating standards with an unbiased eye, and strive toward consistency for all assigned employees. Inconsistent performance measurements could lead to employees perceiving biased attitudes and undermine the entire performance management
He set out to determine the effect of attitude on motivation, by asking people to describe situations where they felt really good, and really bad, about their jobs. What he found was that people felt good about their jobs gave very different responses from the people who felt very bad. Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the factors of job satisfaction eliminate job dissatisfaction. If you have a hostile work environment, giving someone a promotion will not make him or her satisfied.