Willoughby (2013) explains “Everyone wants to feel appreciated and everyone values a simple ‘thank you’” (para. 6). There several ways an employer can be successful at showing value in an employee and there are even more ways to show no appreciation at all. Many employers tend to have pitfalls, these pitfalls led to unhappy employees and unfortunate work results. Comaford (2013) states that emotions drive 90 percent of human behavior, showing an employee that they matter is an emotional bond and if employees feel they do not matter the organization suffers. Showing favoritism is a major pitfall shown by an employer, this can be shown through decisions, promotions, performance evaluations, and task assignments. Acknowledging people only when …show more content…
As seen in the example above this led to the ultimate consequence, termination. Chief Smith could have taken several steps to avoid favoritism; there were many opportunities to be fair. In this particular case the Chief needed to give each employee the opportunity to alternate assigned task, it would be an easy solution to keep the same employees from getting the best task and favoritism would have been avoided. Chief Smith had several opportunities to rotate work schedule providing each employee the chance to share the load of each shift, instead of giving the best shifts to his favorites each time there was a shift change. Utilizing different methods the Chief could have avoided any favoritism, kept his job, and kept employees …show more content…
Working 12 hours a day six days a week can definitely destroy the desire to wake up every morning and go to work. This was a situation I found myself in for two long years. At a previous company it was mandatory by the managers to work 72 hour work weeks, which completely overwhelmed the employees. According to research done by ABCNEWS (2015) 26 percent of employees said they were working too hard. This was 100 percent the case while working as a dispatch in the oilfields. The Division Manager at this oilfield company refused to hire enough employees to lessen the work load on the current employees exhausted. Workplace safety, performances, and staff retention all suffered due to the overworked employees. The company began to see a high turnover rate, which had an even great impact on hours worked. It also saw a decrease in moral, employee attendance, and attitudes suffered greatly from the impact of working so many hours. Barajas (2011) explains being overworked is about the gap between the tasks you are currently doing and what you are expected to be doing. He suggests that this type of stress creates a lot of tension in personal and work environment, which is exactly what the oilfield company was experiencing. The division manager failed to acknowledge there was a problem with employees being over-worked and showed little regard to how it was affect the current employees. He did not take anything into consideration and rarely responded to
“Equity considerations play a major role not only in the evolution of distributive systems but all in the emergence of supporting ideologies and the processes through which distributive systems are challenged and replaced” (Cook,K.S., & Parcel, T.L. 1997, p.2). Therefore, when the employees are rewarded for their work they will most likely work harder to restore the balance of equity. Whereas if an employee is under rewarded the employee will most likely do the opposite and not work as hard. The ongoing issue at Engstrom Auto Mirror Plant was that the employees were being under- rewarded and not appreciated by upper management, which lead to low productivity that severely impacted the companies
The same article showed other factors that play into the overworked life of an average American, and one of them is the 67% increase in cost of living since 1990(Gilson). Or, the fact that one’s annual salary at minimum wage is merely $15,080. In addition to that, one must have a $30,000 income in order to say that they genuinely have econmic security. So, maybe this is the reason why Americans find themselves having to work longer hours and having to work harder. It is because our economy is relentless, and in order to make a living, things like vacation and days off have to sometimes be put on ho...
Response: Recognition is a big factors that helps with employee satisfaction and motivation. When an employee is excelling in their work and completing all goals and objectives, there hard work is recognized by means of gifts, announcements, and even the prime parking space at the organization.
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
A considerable amount of literature has been published on the impact of working hours (8 vs. 12 hour shifts) on fatigue among the nurses. These studies revealed that twelve-hour shifts increase the risk of fatigue, reduce the level of alertness and performance, and therefore reduce the safety aspect compared to eight-hour shifts (Mitchell and Williamson, 1997; Dorrian et al., 2006; Dembe et al., 2009; Tasto et al., 1978). Mills et al. (1982) found that the risk of fatigues and performance errors are associated with the 12-hour shifts. Beside this, Jostone et al. (2002) revealed that nurses who are working for long hours are providing hasty performance with increased possibility of errors.
Discrimination, in one form or another, goes on everyday in the world around us. Discrimination affects all of us whether we are aware of it or not. Discrimination is defined as “unjustified differential treatment, especially on the basis of characteristics such as race, ethnicity, gender, sexual orientation, or religion” (MacKinnon). According to Eugene Lee of California Labor and Employment Law “racial discrimination and racial harassment” are the most popular complaint when it come to discrimination in the United States.
As Aristotle once said, “We work to have leisure, which happiness depends on.” (Delistraty). This quote means that happiness is found in our free time, not at work. As Delistraty tells us in “To Work Better, Work Less”, overworking has become very common in our culture for many reasons. As well as that time off is important to better everyone’s physical and psychological health. Delistraty is correct in saying that working less allows for better, more efficient work.
Even though work is not considered a social event, co-workers need to be a least civil with each other. Even if they do not get along with all of their coworkers or manager the sense of belonging still needs to be met. If the employee feels like they are not valued by their manager then they start to slack off. Managers can fix this situation by having personal recognition awards and self-evaluations throughout their employment. The last layer is the highest level of Maslow’s hierarchy of needs and it is related to self-esteem and self-actualization. This level is all about how the employee views him/her self. If an employee feels like they are doing the best they can and living up to their highest potential in life and is getting recognized for the work that is done than this need is met. However, if this need is not met they can start looking for other careers that try to satisfy this need. Managers can handle this situation by providing self-evaluations and one-on-one evaluations with each other. This idea can be check in points for the employee to gage how they are doing and what they need to improve. This is where both the manager and the employee can set goals. Goal-setting improves motivation in the workplace and achieve goals throughout their
Human beings tend to falsely attribute the negative behaviours of others to their character, while they attribute their own negative behaviours to their environment. This happens because we like to believe that we do bad things because of the situations we are in, but somehow we easily come to the conclusion that others do bad things because they are predisposed to being bad. For example, when our boss manages poorly, we believe that he does it because he's ignorant, lazy, playing politics, too "full of him/herself" and is inherently a bad leader. When we manage poorly, we're simply making a mistake because of the pressure we're under, a deadline has to be met, we didn't have enough sleep etc.
The culture of appreciating employees for their hard work and achievements by incentives shows how the organization values their employees. Lincoln believed “Status is of great importance in all human relationships. The greatest incentive that money has, usually, is that is it a symbol of success... The resulting status is the real incentive... Money alone can be an incentive to the miser only. There must be complete honesty and understanding between the hourly worker and management if high efficiency is to be obtained”. This shows how harmoniously the labor and management have to work together to produce
Survey data from nurses working shifts of more than thirteen hours increased patients’ dissatisfaction with care (Stimpfel, Sloane, & Aiken, 2012). Furthermore, nurses working shifts of ten hours or longer were up to two and a half times more likely than nurses working shorter shifts to experience burnout and job dissatisfaction. Extended shifts undermine nurses’ well being, may result in job turnover and can negatively affect patient care. Based on the study, patients were less satisfied with their care when nurse-working shifts of thirteen or more hours compared to nurses working less hours (Stimpfel, Sloane, & Aiken, 2012). Nurses underestimate the impact of working long shifts because the idea of working three days a week instead of five seems appealing. However, working three day week can sometime turn into additional, unplanned workday which leads an increase in burnout and
The negative impacts of shift work on workers’ health such as fatigue and sleep which are the main complain among the staff, job performance, psychosocial well-being, and job dissatisfaction have been well reported in the literature (Poissonnet, 2000; Costa 1996). Community based studies of fatigue demonstrates the prevalence of fatigue in the primary care studies which is defined by loss of energy and tiredness among the worker ranging from 10% to 45% (Lewis and Wessely, 1992). This prevalence is associated with physical activity, psychosocial variables such as depression and anxiety, and psychological problems. The data of NHANES indicated that female respondents were suffering from fatigue with a percentage of 20.4% which is higher than male respondents 14.3%. This finding pointed out to the higher risk among women than men about 1.5 times risk (Chen, 1986). Therefore, fatigue is considered as a symptom resulted from shift work, which has an impact on the health. It has a significant effect on the level of alertness, concentration, judgment, mood, and performance that might be a reason of increased the risk of injury and medical errors (Dawson and Zee, 2005). Moreover, fatigue can also impa...
All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.
315), motivating other is to give recognition and praise can be thought as directly placing a positive reinforcement, that is reinforcing the adequate behavior by giving an award. A strong motivator is recognition because it is a regular human need. DuBrin (2013, p. 316), an outstanding of recognition, which include praise, as a motivator it that it is no cost or low cost yet powerful. Bob Nelson, a reward expert, reminds us that money is important to employees and recognizing others motivates them to elevate his or her performance. It has a huge return on investment in comparison to a cash bonus. DuBrin (2013, p. 318), according to equity theory, employee motivation and satisfaction depend on how properly the employees believe they are treated in comparison to peers. The theory debates that employees have certain beliefs about the outcomes they receive from their jobs, as well as the inputs they invest to obtain these outcomes. This theory has many implications for the leader who attempts to motivate subordinates. No matter how well a program productivity or cost-cutting is, it needs to still provide equitable pay. Also, the leader needs to see that subordinates perceive themselves to receive a fair deal in terms of what they give to and receive from the company. DuBrin (2013, p. 320), effective leaders are good coaches and good coaches are effective
Many employees lose motivation if not considered deserving of merit rewards, which directly affect performance. Employee’s say the criteria used to measure performance is highly subjective and unfair. Consequently, favoritism when rating employees can create major problems within an organization. This makes other employees unmotivated; they feel insignificant, causing low morale, because no matter how high they perform, they never meet the standards. Unmotivated employees produce less and do not substantially contribute to the organization. The inconsistencies with the appraisal system used for merit pay causes a higher degree of employee conflict, which directly affects productivity. Often personal goals may become more important than team goals, which is not beneficial to the company and affects team unity. Developing an accurate performance appraisal system where assessors are properly trained and objectives are clearly spelled out and discussed with employees can alleviate many