Conscious people are strong-willed, determined and purposeful. People with higher level of conscientiousness tend to be hardworking, persistent, dependable and careful. (Hogan, Michael, Motowidlo, 2014) However, negative side of excessive conscientiousness may lead to annoying fastidiousness, compulsive neatness and workaholic behavior (Rothmann and Coetzer, 2003). This trait can be considered the primary trait to success. Various researchers such as Frink and Ferris, 1999 found that there is an eloquent correlation between conscientiousness and job performance.
Theory X pertains to “a pessimistic view of employees,” in which they are not satisfied with their work, must be constantly “monitored,” and must be compensated or punished. This view, according to McGregor, is the common standpoint of managers. Thus, theory Y is proposed in order to replace the traditional context with a new and positive outlook. It connotes that employees are well-satisfied with their jobs, dedicated, hardworking and innovative. Leaders that possess the traits of theory Y are perceived of positive benefits while working as a team in regard to mutual trust, collaboration and contributions (“Content Theories of Motivation,” n.d., p.
It should be a priority to move them out of this brief holding area to full alignment and productivity. Employees may be working hard but, working on non-essential tasks, contributing little to the success of the organization. • Actively Disengaged: These employees are most disconnected from organisational priorities, often feel underutilized and are clearly not getting what they need from their work. They are likely to be doubtful and can indulge in contagious negativity. If left alone, the disengaged are likely pointed out that research is needed on ways not only to promote employee engagement, but also on interventions that will be effective in preventing distress and burnout in engaged
Here the workers work even though their body hurts, they have pain they have to work because they are powerless “the powerful tend to believe they deserve the success they have had and that the powerless have bought their problems on themselves” (Holmes 44). Holmes here explains that the authorities believe they deserve this to control the workers and the problems these workers are facing with the labor is their own fault. Another article that deals with this topic is Economy and Exchange with article “The Original Affluent Society” by Marshall Sahlins, a quote from there relates to the workers in the book "must work much harder in order to live than tillers and breeders" (Sahlins 13). Here you can see in the book that the migrant workers have to work in order to live but they work harder than those who have citizenship and make less money. “We have to migrate to survive.
In a research study investigating the effect of burnout and other characteristics on patient safety, Welp, Meier, and Manser (2015) revealed that demotivation, lack of energy and reduced cognitive function in healthcare workers correlate with caregivers’ perspectives on safety and mortality ratios. Burnout is quite likely to affect clinician attentiveness which increases the risk of patient or clinician errors. Black (2014) posits that for nurses to effectively provide quality care to their patients, they need to meet their own self-care requisites. In view of the negative effects of burnout in advanced clinical practice, it is imperative to address this issue. Current studies attest to the effectiveness of self-care in minimizing the symptoms of burnout in healthcare professionals (Hylton, 2015; Weekes, 2014; Smith, 2015).
After careful consideration, our team has identified the overarching problem Permalco faces as employee dissatisfaction due to engagement issues. Employee engagement expresses the extent to which employees bring energy and commitment into an organization. Research has proven that engaged workers tend to be more productive and loyal to their employers. Companies whose employees lack engagement are in danger of high turnover rates and low productivity. We have come to the conclusion that, based on the information provided, Permalco has a poor selection process and poor development process.
Intrinsic motivation being employees are interested on the work because it is personally interesting, rewarding, challenging. Job satisfaction and the achievement of your personal goals are some examples of intrinsic motivation. Extrinsic motivation being employees work solely for the reason to receive a reward or the outcome. Extrinsic motivated employees are more concerned about the end results (pay raise, benefits, and promotions) than
A good supervisor knows the weaknesses and strengths of their employees, accepting of ideas, encouraging, and cares about the team and the work. Crummy supervisors may be highly skilled in their job, but often lack the personnel management aspect of the job. These supervisors tend to get things done through intimidation rather than inspiration which another difference between the good and bad supervisors. This does not mean that a good supervisor is pleasant and has a “bleeding heart” for their employees, and a crummy supervisor is one who is overly critical and demanding. A good supervisor can possess all the traits of a crummy one.
She affirms that only organizations highly gain from happy workers. Nevertheless, we evidenced that promoting professional development opportunities, through a learning context, fosters HAW, which has myriad benefits to both organizations and workers. Professional development improves employability for workers, which is particularly valuable even if they find themselves "surplus to requirements", as Warren critiques (Warren, 2010, p. 320). Warren (2010) also wonders how we can feel passionate at work and staying for long hours working, if this implies a poor work-life balance. The fact is that previous literature has widely examined the concept of workaholism.
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