Elaborating on how unions make managers better managers
With the massive establishment of employment and industrial relations in contemporary society, managers in social organizations are becoming more liberated in their working conditions. Considering the changing legal framework of employment relations, the formation of unions among workers has been reinforced, resulting in higher commitment among managers in their work. As revealed by Schwind & Hari (2007), employees are usually used as means to an end, other than an end itself. On this basis, the involvement of managers’ information of unions in enhances their higher bargaining power for better working conditions in their organizations. As a result, higher efficiency and performance are achieved since an empowered workforce enhances motivation and a high interest in work.
According to Marxist theory, employers and employees are brought out as having constant conflicts in terms of work conditions (Jeffries & Hunte, 2003). Since employers are perceived as being usually idle doing less tedious work in their organizations, Marx describes this situation as creating low esteem and morale among managers as part of the employee team. With the managers being given huge amounts of work and being paid fewer wages than the employer would get, the conflict between the employers and employees seem to persist.
If employees are empowered through the formation of unions, the efficiency among managers would automatically be reinstated since the employees would be safeguarded from unnecessary frustrations by the managers. This is on the basis that, the ultimate relationship between employees and the managers would entirely be based on the employment relationship contract, rather than being on a psychological contract basis.
According to pluralistic theory, employees engage in the formation of welfares and unions to form a bigger bargaining power in their organizations. As depicted by Schwind & Hari (2007), unity among employees reduces the chances of being oppressed by the top management, since they have a more unified system of actions. In this case, the psychological contract between employers and their employees should incorporate the employees’ freedom to form unions and other associations.
Through the formation of employee unions and welfare associations, employees get highly motivated (Loo, 2004). This makes them more efficient in production, which makes the organization acquire a competitive advantage in the current competitive business environment. Mainly, the modern employee relationship seeks to establish a democratic and informal relationship between employers and employees sustainably. As a result, a long-term cordial relationship between the employees and employers would be established, since the working environment is naturally friendly.
How happy workers are productive workers
Happy workers are more productive than unhappy ones since they are highly motivated in their workplace. Particularly, the fundamental requirement in any social organization is the restructuring of the working environment to meet the worker’s expectations. In this case, employers are entrusted with the crucial task of ensuring happiness in their workforce by creating favorable working conditions among the employees.
According to Schwind & Hari (2007), a working environment that is favorable and conducive among employees provides a sense of inclusiveness, leading to high satisfaction among the employees. It is quite important to note that, employee motivation is directly proportional to the organizations’ performance and profitability. On this basis, organizational output and prosperity are entirely dependent on the employees’ retention responsiveness about the satisfaction acquired in their workplace.
According to Jeffries & Hunte (2003), employers should facilitate employee recognition since it is an effective method of motivating workers, which ensures and maintain a highly productive workforce within their organizations. Hypothetically, if the workers in social organizations are not well motivated intrinsically, they usually perform very poorly resulting in low productivity within the organizations.
Based on the hedonic factors workers would only be more motivated when they acquire more pleasure from the working environment. According to the labor donation theory, employees in social corporations would be much willing to offer their services which are valuable to society. This would be triggered by the innate feeling of their efforts are being used to promote societal welfare. In this case, one of the most important forms of motivation among workers in public organizations is the utility of their labor towards helping the entire society.
Why the performance appraisal is the focal point of human resource management
According to Professor Macaulay’s remarks, ‘performance appraisal is the focal point of human resource management.’ As it has been revealed, employees’ level of motivation towards work is largely dependent on the rewards achieved out of their work. Particularly, such rewards may be material or immaterial things. If managers appraise employees’ work positively, such employees are immaterially rewarded, resulting in their high motivation towards work. Quite importantly, social organizations’ managers should ultimately consider the psychological needs of their employees in addition to their social needs (Loo, 2004). By so doing the organization would be increasing employees’ efficiency, resulting in the generally increased level of production.
As revealed by Schwind & Hari (2007), positive remarks towards employees by the top management enhance the reinforcement of the desired behavior, resulting in higher efficiency among such employees in their various activities. Jeffries & Hunte (2003) links an organization’s level of performance to the psychological welfare of its employees; who are the ultimate determinants of the performance of such an organization. The employees’ ability to develop a positive attitude towards work would be attributed to their being accorded with high esteem by their employers. Researches carried in various organizations has revealed how low motivation among organizations has culminated in their co0llpasing since employees’ performance declines significantly.
Quite importantly, the level of management commitment towards the achievement of a unified relationship with its employees lies in the psychological satisfaction achieved. Particularly, employers are entrusted with a very crucial role in establishing and nurturing their workforce through a positive appraisal. In this case, effective leadership skills among the managers of social organizations form the basic part of employees’ productivity.
As noted by Schwind & Hari (2007), the main purpose of motivation by employers towards their workers is to develop a positive attitude and increase their efficiency in work; which would in turn enhance better performance of the organization. Generally, motivation among employees by their employers can be described as one of the key strategies towards achieving a positively focused workforce which in turn results in both qualitative and quantitative production.
According to Loo (2004), the management of public organizations should consider creating a favorable and healthy working environment to improve employee motivation. Precisely, the management should facilitate employee recognition since it is an effective method of motivating workers. In this case, the company should pay tribute to employees, bonuses, incentives as a way of acknowledging the employees thus increasing their morale and efficiency.
Importantly, it is worth noting that the use of praise may be very powerful in influencing workers’ behavior despite the that it is less costly. Many social organizations should restructure their managerial frameworks to ensure employees’ ideas and opinions are accommodated, which will help to motivate the employees to a great extent.
Developing assessment instruments for evaluating professors in learning institutions
To effectively evaluate the performance of the teaching staff in a learning institution, the organization should develop effective and accurate evaluation tools for the assessment of their workforce. One of the most efficient performance evaluation criteria is a periodic comprehensive assessment of the current consideration of the social needs of the professors of the entire teaching staff. Since their motivation towards their teaching task largely determines their efficiency in teaching, the management should ultimately not overlook the social needs of their employees (Jeffries & Hunte, 2003).
With the current society being highly dynamic, regular comprehensive assessment of the needs of the teaching staff will identify their arising social needs and ultimately align the organizational culture with their needs. By so doing, the teaching staff will be highly motivated, resulting in inefficiency in their teaching work.
Through frequent regular assessments of the needs of the teaching staff, it would be easier to recognize and adjust any areas of inefficiency among the professors to make them achieve satisfaction in their teaching work. As revealed by Schwind & Hari (2007), a highly motivated work team is largely dependent on the level of satisfaction the employees acquire from the work. Since satisfaction is directly related to the fulfillment of the social and psychological needs of the employees, it usually becomes more efficient if workers’ needs are regularly reviewed and adjusted accordingly.
Generally, through a periodic comprehensive assessment of the professors’ needs, learning institutions will be able to foster a positively motivated work team towards the delivery of quality services. By so doing, learners will experience a highly supportive teaching team, capable of understanding their problems and helping them subsequently.
The second important assessment tool in evaluating the performance of professors in learning institutions is the setting of goals and objectives, and subsequently devising strategies to achieve the set goals and objectives. In this case, the process of setting the goals and objectives should entirely involve the teaching staff and the management jointly, as well as the development of the strategies capable of reaching the anticipated levels. Loo (2004) considers the inclusion of the rewards associated with the achievement of the set goals and objectives as a quite important motivational tool.
By so doing, the employees would be motivated to perform better to get the rewards promised. More precisely, the management should develop a reward program for the entire teaching staff by their performance, which will encourage them to put more effort into their duties. By providing a predicted classification and performance, the institution management should ensure a work program capable of allowing the teaching staff to assess themselves about the set goals and objectives.
Through setting targets and the strategies to achieve the anticipated goals and objectives, the outcome of the performance among the teaching staff will be able to tell if the workforce is positively motivated or not. Suppose the set goals and objectives and the ultimate conditions of work are non-favorable to the professors, then the management will have devise different assessment tools that can motivate the workers. As held by Schwind & Hari (2007), it is through an outcome where management in any social organization will be able to determine the level of motivation among its employees. On this basis, management of learning institutions should set targets together with their teaching staff and subsequently formulate strategies for achieving such goals.
Development of beneficial packages for effective human resource management in a community restaurant
One of the most significant packages of developing an organization is the establishment of employee-oriented programs to cultivate their interest in work. Since the restaurant has a large number of part-time employees at youth-age, it would be very important for the restaurant’s owner to consider introducing in-service training programs for the employees. When the employees are efficiently trained, they will become more skillful in performing their tasks in the organization.
In addition to becoming more efficient, a well-trained employee body is highly motivated towards work since, through their proficiency, the employees get more interested in the assigned work. As suggested by Jeffries & Hunte (2003), in-service training among employees makes them perceive their employer as being caring and highly reliable by employing his/her resources to improve their skills. Since this restaurant comprises of youths as the largest part of the employee team, it would be more efficient to establish in-service training for them to motivate them as they perform various tasks within the restaurant.
Another quite important strategy that the owner of the restaurant should consider in motivating his/her employees is introducing permanent employment terms. According to (), work security among employees in social organizations forms a fundamental part of employees’ motivation towards work. When employees are introduced to permanent-based working conditions, their psychological welfare will be catered for, resulting in higher efficiency in their work which will lead to higher productivity in their organizations. Considering that most of the employees in this restaurant are youths, the introduction of permanent-based working conditions will ultimately make them more confident in their work, resulting in their efficiency and accuracy in their various tasks.
As revealed by Loo (2004), the failure of the employees in many social organizations to devote to various activities can be linked to their lack of motivation and subsequently leading to poor performance in their various activities within the organization. On this basis, it is highly encouraged that the restaurant adopts permanent-based working conditions for its employees, which will lead to innovations within the restaurant.
Further, the management of the restaurant should liberate the working conditions among the employees to enhance free interaction among the employees. As suggested by Schwind & Hari (2007), group behavior in social organizations is one of the key factors to consider in enhancing a highly motivated employee body. Since the majority of the employees in this restaurant are youths, their social welfare should be ultimately considered.
By adopting free interaction among employees within the restaurant, their attitude towards work will be increased, resulting in increased productivity within the organization (Jeffries & Hunte, 2003). On this basis, the restaurant management should ultimately consider a pressure-free working environment among the employees to enhance their motivation, culminating in their better performance.
Also, good employment packages should be given to the employees to facilitate their higher motivation towards work within the organization. More specifically, the employees should be paid well on top of being rewarded accordingly. In this case, the management team of the organization should establish rewarding programs for the outstandingly performing employees within the organization.
According to Loo (2004), the lack of good payments for employees in the company was the main cause of the unwillingness of employees in carrying out their various activities. In this regard, the management of this restaurant should consider reviewing their employment packages and adjust them to favor youthful employees.
Jeffries, F. & Hunte, T. (2003). Generations and Motivation: A Connection worth Making. Journal of Behavioral and Applied Management. 2: 35-57.
Loo, R. (2004). Motivational Orientations Toward Work: An evaluation of the Work Preference Inventory. Measurement and Evaluation in Counseling and Development, 33(4): 222-233.
Schwind, H. & Hari, D. (2007). Canadian Human Resource Management, 8th Edition. St Louis: McGraw-Hill Ryerson Higher Education Publishers.