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Work done should be related to the overall targets that it was designed for. This is possible if the managers do critically evaluate the performance of their employees in relation to the roles that were outlined by the job description before these members of staff joined the organization. Various methods are available to the managers for the evaluation process of the staff productivity against the expectations of the employers. These are able to show how the employee perceives the job he or she does and the likely motives which would enhance his or her productivity.
Mark (126) says that Job evaluation is allied to the satisfaction that the employee realizes from his involvement in it. Performance is linked to comfort and fulfillment of the expectations that the client had in mind when he took the job, as well as what the community at large did perceives the job entails. Performance evaluation process should come before the scrutiny of the satisfaction realized by the employee after doing the job.
To effectively achieve the real performance state of a particular member of staff, certain steps have to be followed. Sanders (53) say it is advisable that the manager should be in tenure of a checklist that does have a detailed description of measurable performance criteria. These should be applicable to almost all departments within the organization or custom made to specific sections. A simple language if used is more effective as it opens the avenues for a thorough evaluation of how the human resources have executed their duties towards the realization of goals and objectives.
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The evaluation technique adopted should be related to the fifteen-step model. The initial step involves the scrutinizing of the initiative that the employee depicts has he or she undertakes the job. It encompasses thorough checking of ambition to stay longer in the position held and the initiative of Improving or making the areas of worker more satisfying. In second, the employee work attendance should be evaluated. This is to ascertain whether the level of attendance had a negative or a positive impact in relation to the employee's productivity. The level of cooperation is also subject to valuation and it entails seeking to know how the employee behaves and his or her attitude towards the managers, job and the peers in general. The English woman who had left the factory job and landed into another with the same working conditions had a bad attitude toward the job she was doing. If she had been evaluated it could have been ascertained that her perception of work and operating conditions is what made her to call it quits. The flexibility here is what should be looked at when emergencies arise and the employee is asked to plunge into work an extra hour for the project realization.
Communication skills are also paramount to work performance. It involves the ability to adequately evaluate how the employee communicates with colleagues. A company orientation detail is also one of the variables that are looked at. It is our fifth step and seeks to know whether the workers are aware of the organization goals or rather they just come to work. Whether the employee keeps focus when executing tasks also is evaluated and it is followed by finding if results from the prior evaluation have assisted the person to improve. Integrity, knowledge of when to ask and question ,technical knowledge levels, ability to meet deadlines and the quality of work plus the reliability of the person is are also scrutinized consecutively. The ability to handle work stress and pitching in possibility are the final stages of performance evaluation. Conducting such a process will give an insight of whether the work environment facilitates realization of communal goals attainment.
Four-drive theory is one of the various motivational theories that are applied in organizations to motivate the employees into better performance. It describes worker motivation through the dynamism and interaction of needs dimensions. Human needs are traced to the evolutionary past of beings and their satisfaction creates contentment hence better work performances.
Michael (56), argues that these drives include the drive to acquire, bond, learn, and defend. Acquiring bond aims at both the material and status quo and it results to an admirable performance and detrimental antagonism. This is basic and it is largely related to the bringing together the life's necessities and the realization of power and accomplishments. A provision of a clarified link between job performance and this drive fulfillment is a major part of molding the job that is satisfying.
Bond drive is associated on the other hand with the need of getting others and establishing a mutual relationship. Organizations use this to their advantage in that they boost work attachments as well as the whole entity. Bond drive according to economists leads to mutual support of workers amongst themselves thus leading to higher productivity.
Learning bond is fulfilled by designing of working environments that are able to stimulate curiosity and knowing more. It boosts ones comprehension of their purpose in the firm as well as the importance of the roles they play. The drive to defend as opposed to the other drives needs stimulation for one to get into action. Any threats to an individual or the organization can lead to action.
This theory describes the necessitate to acquire, bond, learn and defend in relation to the human psychological perspectives. Though the drive level may be varied in different individuals the organization seeks to satisfy them with the aim that it shall boost performances at work. It is socially accepted and required for an organization to boost employee work performance it has to render significant motivational drives.
Job satisfaction on the other hand is to the mutual benefit of both the individual and the community at large. Dissatisfaction leads to extreme turn over levels and absenteeism that in one way or the other it will affect productivity. Businesses require quality production and cost efficiency operational themes and this is realizable when the human resources are satisfied with what they do. The Herzberg theory is used to explain worker satisfaction in what they do. It revolves around the hygiene and motivational concerns. Hygienic factors include the company policies, existing interpersonal relations, and conditions at work. They cannot fully motivate the employees but they are able to check instances of not being satisfied. Motivators do achieve contentment through the fulfilling of personal needs with the aim of enhancing personal growth. Variables such as triumph, appreciation, and advancement are the likely motivators. To motivate the employees according to Herzberg, initially need the fulfillment of hygiene variable and then the motivators will be able to boost wok satisfaction and production levels.
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In an organizational set up, Fredric Herzberg motivational theory is applied through the elimination of hygiene factors and substituting them with motivators. By so doing the workforce will feel like they belong to the organization and would like to consign more onto work performance and productivity.
According to Gellerman (12), Work sensation is allied to various aspects. It involves the initial determination of what success is to a person and the priorities that one has for the attaining of it. To realize considerable on the job success, it is a mandate for one to possess an affirmative stance towards what he or she is employed to do, and to execute the job with the fortitude of realizing brilliance. A reasonable employee ensures that he attains standards that make him or her indispensable. This is through hard work and higher levels of productivity when counter checked against other contemporaries.
The community and the individual drives facilitate ones need to be working. Finding a job is not an easy thing and people do go to extreme levels in their quest for a place to work. The reason as to why people do job varies from one person to another. It is done for the sake of creating an earning as well as enjoying the bold feeling of having a job. In addition, the communal benefits too make people do jobs. It is believed that a community that is full of working personnel has a better economy as opposed to the one with few people employed. This is because they have incomes that are likely to impact onto the society. This grows the economic benefits of the region, a thing that is perceived to be very positive as one is regarded to be productive.
From London (78), work ethics are paramount too for better relationship between it and the society. it is the standards and values based on conscientiousness that are supposed to spell the way people should behave. They are an inclusion of the social skills preservation efforts beyond being reliable and a person of resource when needed by ones organization. Ethical work practices are meant to boost the relationships that thrive between the workers and the external factors such as the community. Best practices include accountability and honesty as well as the bit of integrity in a non-measurable magnitude. Good work ethics are regarded as an intrinsic perspective of an employee and despite the cultivation of it, it is not achievable unless there is an inner drive for the individual to accomplish it. Protestant reformation is what changed the hard work ethics and times when even the affluent could engage into hard and corporeal labor for the promote of their souls are far gone.