Many decades ago, people worked for the same company all their lives (Semuels, 2013). When they retired they received a full pension and possibly a gold watch (Semuels, 2013). Nowadays there is not that much loyalty to employers and employees (Semuels, 2013). In the 1970’s companies had lifetime employees with a “long-term plan for developing talent internally” and they honored the employees for life (Semuels, 2013, p.1). Back then they estimated how much their company would grow and approximately how many employees they needed to achieve their goals (Semuels, 2013). Then the 1980’s arrived and we had a recession; this meant companies had too many people with talents (Semuels, 2013). Moreover, people started getting fired from their jobs.
In the movie, The Man in the Gray Flannel Suit, Tom Rath (Gregory Peck) did not exhibit the attributes of William Whyte's organization man. Whyte argued that American business life had abandoned the old virtues of self-reliance in favor of loyalty to the postwar corporation. Corporate life was unfulfilling because its routine and organizational structure robbed men of their identities and the self-fulfillment they previously gained from manual work or jobs in smaller businesses. As the title suggests, men donned suits, becoming indistinguishable from one another, and conformed to this lifestyle. As the protagonist, Tom, said in the movie, "All I could see was a lot of bright young men in grey flannel suits rushing around New York in a frantic parade to nowhere." This paper will prove that Tom's reliance on his own thinking style created tension for his organizational life at UBC.
...pulation because more people rushed into the industry to try to score a quick million.
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.
Without a high passionate employee, the Boston Market could not stay longer. However, April said that she is studying in college right now because she think that working in the Boston Market are lack of opportunity for her to get a promotion. In order to keep April retain at the organization, Racheal want to give an offer to April to be a General Manager at the South Florida because of her be talent in managing the restaurant. Apart from that, Racheal gives her son 10,000$ for her son’s college education. April also have been given a 20,000$ student allowance to further her study and after that continue back to work with Boston Market after getting her degree. Boston Market should give more reward to their employees in return of their contribution and performance. Thus, Boston Market should incorporate a reward based performance into their organization if they wish to retain their employees. By doing this approach will motivate the employees to perform and contribute better (Lee, Singram & Felix, 2015). Silbert (2005) stated that the reward is very important because it make employees to feel that they are appreciated by their organization. When employees know that they are appreciated by the organization, they will feel happy and will contribute more and perform better. That’s why, an effective reward system can lead to employee retention (Lee, Singram & Felix,
Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive and fully utilized organization by examining the hourly workforce. This is a great change from the traditional "us versus them" mentality of the past between management and the union.
employers are recognizing their value and finding ways to keep them on the jobs longer.
Moreover, the inflationary recession period deemed a “stagflation” was coupled with rising economic inequality as the top one percent of earners saw their income rise by 45.4 percent from 1977 to 1990. In Stud Terkel’s Working, this disparity is clear between boss and employee, as bosses such as Dave Bender feel uncomfortable in his status as a boss. Similarly, Larry Ross, ex-president of a conglomerate and consultant, describes the “lonely life of an executive”, who must now adhere to the computer and other technological phenomena that have made managing the workplace rather mechanic and demanding. The stress of cutting labor due to a new corporate model also fueled the restructuring of business to fit a profit-motivated, globalized economy. While many bosses were gaining employment, unions began to see their disunion due to the forces of automation and leaner corporate mechanisms. As Levinson writes, “traditional skills” became obsolete in the face of automation while many longshoreman, who were fathers, could not train and bring their sons up in the business because “the jobs were
Philip H. Knight knows people respond to incentives, principle 4 of economics. So he established loan programs, continuing education for employees and increased wages. These incentives are good for a company to give their employees. If the employees continue with their education’s and still decide to work for the company, the company has made a good investment with an employee who already has a familiar background with them already. The employee benefits also because they furthered their knowledge and wages with the company.
The report of Robert Reich: “Why the Rich are getting Richer and the Poor, Poorer,” is an eye opener and a warning for society regarding unemployment that it will be facing and is currently facing due to a lack of technology and education. It clearly articulates that the jobs of routine producers and in-person servers have vanished totally as modern techniques have replaced them. The author has stated that the only people whose jobs are on the rise are symbol analysts. As stated in the report, symbol analysts are the real problem solvers. Their skills are highly in demand worldwide because they are the ones who first analyze the problem and then solve it. The Hart Report, on the other hand, also states the same problem of unemployment and the global recession which has left employers focusing on employees not only with specialists’ skills but also a “broader range of skills and knowledge” (page 6-7). The Hart Report clearly reflects what the needs of contemporary employers are, but the question is whether it is the universities or the students themselves who fail to cope with the requirements of the contemporary world which is filled with technological advancement and critical thinking. The Texas Work Source has also played an important role in examining what is actually missing in today’s generation and the reasons behind such a great decline in employment. The central
*Employees realize their worth in the company, once they realize the benefits of investing in the company.
The structural-functional analysis of jobs in the U.S. is governed by the workforce stratification and technology. The more educated and diverse a society is the better society’s job market is served. This social economic separation of class has been both good and bad for society. Many workers at the lower levels of employment are both pleased and displeased with many aspects of work. Though this fact also holds true with most any job at any level, pay scale often compensates for endurance of a particular job type. The security of a person’s job also is an issue that in today’s economic times forces one to be prepared for change. This is to say that even if one’s field of expertise is needed today it may not be tomorrow. This type of ever-changing job market leads many to believe that another socio-economic change may occur at any time. This change was apparent with the transition into the industrial age and again in the information age. These concerns caused stress, various health issues, a...
According to Soergel (1), paying the employees while on leave is a hard issue the reasons being that the employers find it unfair to give financial benefits to the workers even when they are not rendering their services. Employee leave is a crucial issue for the organizations especially now that the law compels them to give sick leaves not only to the mothers but also the fathers. With more employees opting for work that offers paid sick and maternity/paternity leave, the question that requires attention is whether the labor laws and policy reforms proposed can adequately cover the expectations of the employees. Compared to the increment of salaries, employees have a high preference for paid leaves. Therefore, this is another dynamic in the labor management industry that qualifies the observation that benefits outside the wages are critical factors that dictate motivation and retention of workers. Nonetheless, the bitter truth that the employers need to bear with is that none of the workers depicts the will to see a pay cut even with the increase of other benefits outside the wage (Soergel 1). Cohen (para. 1-5) ascertained that companies, especially those operating as private entities, have made significant strides as far as the rewarding of their top managers is concerned. Recent trends in the field or human resource management show the trickling down of the practice of worker rewards from to top managers to rewarding work and employee performance in across all the levels of employment. The reason for such broad-based programs of reward is the inculcation of a culture of performance that drives improved organizational output (Cohen para.
The motivation to continue working is receiving more and more scientific attention . Reasons for this include an increasing life expectancy and health of workers which allows them to keep working after retirement age. It is important for organizations to motivate employees to continue working because the changing demographics result in a declining workforce in western countries (OECD, 2005). Another related problem might be people who retire before the official retirement age as the workforce will dwindle even further. Decreasing workforce makes it harder for organizations to fill positions and harder for society to pay for social security. Building on this trend, this study focusses on what organizations can do to keep employees longer in their organization and how this mechanism works.
Meyer, H. H. (1975). The Pay-for-Performance Dilemma. Organizational Dynamics, 3, 39-50. Print. 8 Feb. 2014.
How difficult (or easy) is it for an employer to prevent an employee working for others (or themselves), both during the employment and after it has ended? Refer to relevant cases and legislation.