Job performance is one of the most critical elements of an organization, which determines its competitiveness and effectiveness. It is influenced by multiple factors, among which individual and group mechanisms have a significant role. No matter what an organization does and what market area it operates in, its employees determine financial performance. Some of them can work professionally and to the greatest extent, steadily bringing profit to their enterprise, providing leadership in the market. However, others who formally follow the instructions but work incompetently or slowly can lead their organization to collapse in tough market competition. Job performance effectiveness depends on competent management of the organization’s human potential, considering the personnel work areas, such as satisfaction, development, motivation, and communication.
Every person has experience working in a team and solving common issues, and I am no exception. Especially memorable was the occasion of part-time summer work in an office. Every new employee attempts to do everything feasible in order to perform sufficiently. I was no exception in accomplishing all the tasks I was asked to complete, and my responsibilities expanded. The primary organizational concern was the lack of an influential corporate culture and poor communication, which caused much gossip, low motivation, and burnout. It was noticeable that not all colleagues attempted to do their job skillfully. They were not satisfied with their work and were doing it less efficiently. Nevertheless, the merits of those whose contribution was more were not taken into account; no one noted the quality, which over time has led to frustration and reluctance to work further. Correspondingly, almost every day of the work process was accompanied by gossip and management discussions. This organization’s atmosphere hindered the efficiency and effectiveness of both individual employees and the whole team.
The reason for the vast majority of organizational hardships is that administrative documentation is developed in the company’s interests without regard to the worker’s claims. If the objectives and values do not correspond to the group’s interests, the team is not motivated to be guided by it in its activities (Colquitt et al., 2021). In a business with such a work process, there is no corporate culture aimed at achieving the company’s goals, which was the case in my workplace.
The solution to this issue is for all formal corporate provisions to serve the firm’s and employees’ goals. Once an individual supposes that he will satisfy the needs by fulfilling the legal requirements (work culture, improvement of individual results, respect from the management), he will follow the formal activity provisions (Ye et al., 2019). Moreover, it is significant to implement a system of evaluation and 360-degree feedback, which facilitates the relationship between management and staff. This practice promotes a fair assessment, which will affect payments and, consequently, motivation. Furthermore, by explicitly comparing evaluations provided by the employee himself with those received from others, workers can understand where they need to focus their efforts to improve (Colquitt et al., 2021). Therefore, this measure will contribute to performance efficiency and increase motivation.
The case with gossip is diverse because it is a necessary element of organizational structure, even if it appears strange. Rumor is the basis for building social ties in communities, including organizations (Liao, 2018). Employees, becoming part of the hearsay chain, feel comfortable and protected. Moreover, in terms of social psychology, gossip performs a communicative function, allowing one to develop and maintain a sense of community – shared interests and values (Paais & Pattiruhu, 2020). By engaging in behind-the-scenes conversations at work, people strengthen social ties, establish close contact with co-workers, receive support from them, and even make friends.
In addition, psychologists attribute gossip another critical role – it gets rid of aggression. Workers accumulate unspoken grievances against each other or claims against the leadership, which require an outlet. Despite this, it is crucial to note that gossip is counterproductive behavior (Colquitt et al., 2021). The leading cause of intrigue at work is a low level of trust and poor organizational culture, in which everyone feels irrelevant. That is why it is crucial to make all the company processes transparent, contributing to efficiency and minimizing gossip. To form a productive corporate culture, it is enough to transform the norms and values of the personnel, expelling from their toxicity, poisoning the life of the workers and the management (Meng & Berger, 2019). A director can create a code of business ethics that will explain the basis of the company’s work and help stop intrigues, rumors, gossip, dishonesty, and meanness in the team. Such a measure will contribute to the quality of communication and balance the processes within the team.
It is significant to remark that employees and their willingness to direct all their efforts for the benefit of their company is the key to the organization’s success. In this case, one can confidently assert that the management’s construction and implementation of motivating factors deserve immediate attention. The omissions in thisnprocess can turn into hidden demotivation at the initial stage and disseminate rumors among employees, which can cause significant damage to both the working process and the company’s personnel. Work efficiency depends on solid organizational culture, and therefore it is crucial to implement policies that can stimulate employees and the company.
References
Colquitt, J., Lepine, J. A., & Wesson, M. J. (2021). Organizational behavior: Improving performance and commitment in the workplace (7thed.). McGraw-Hill.
Liao, Z. (2018). Corporate culture, environmental innovation and financial performance. Business Strategy and the Environment, 27(8), 1368-1375.
Meng, J., & Berger, B. K. (2019). The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review, 45(1), 64-75.
Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics, and Business, 7(8), 577-588.
Ye, Y., Zhu, H., Deng, X., & Mu, Z. (2019). Negative workplace gossip and service outcomes: An explanation from social identity theory. International Journal of Hospitality Management, 82, 159-168.