Employee analysis

Employee analysis

Based on the research question on problems faced by workers in the workplace, statistics show that over 48% of employees all over the world are not satisfied with their jobs (Scheuer, 2010). According to Scheuer (2010), over 80% of employees in the United States, feel stressed at their workplace and are not pleased with their work. In addition, the author states that only less than 30% of employees feel inspired and are engaged in their workplace as well as their careers (Scheuer, 2010: 18). Similarly, Bernhard and Glantz (2012) observe that over 18% of employees in a work place are actively disengaged in their careers and are only present at their work but they hate their time spent during their daily duties (Bernhard & Glantz, 2012). However, the authors assert that there have been a drastic improvement of customer’s satisfaction over the years. The scenario has led to a drastic improvement of customer’s satisfaction from 81% to 86% from the year 2013 to 2014 respectively (Bernhard & Glantz, 2012). Nevertheless, the authors observe that there is also a large number of employees that are still dissatisfied with their jobs for one reason or another. Employees therefore leave their jobs for better opportunities while others remain in their workplaces due to lack of enhanced preferences duties (Bernhard & Glantz, 2012:21). Employees with low job satisfaction thereby affect organizations negatively due to poor performance, lack of motivation and negative attitudes that lead to low productivity.

Bernhard and Glantz (2012) observe that employee’s dissatisfaction is based on managerial issues that facilitates the unhappy state of the employees .The authors asserts that matters such as underpayment, lack of interest, limited career growth and poor management involves the major reasons facilitating the dissatisfaction of the employees duties (Bernhard & Glantz, 2012). Managers should therefore ensure that they understand their employees. The effort by management makes sure that workplace problems are taken into consideration to ensure that an organization’s productivity is optimized (Glicken & Robinson, 2013). This paper, therefore, seek to critically evaluate the existing workplace problems and analyze variant viewpoints on the problems by providing a theoretical support for the problematic course. In addition, the paper stipulates the common assumptions existing within the workplace regarding the workplace problems and discuss the area of disagreement, critiques and divergent perspective on the problems. Further, the paper addresses an area of interest within the framework and states its effectiveness as well as its relation to the existing framework and redefinition in the future activity.

Workplace Problems

According to Bernhard and Glantz (2012), workplace problems are fostered by office satisfaction factors such as respect, healthy environment, security, career path, pay and benefits. The author states that lack of such factors facilitates employee’s dissatisfaction that lead to work problems such as low motivation that hinders the employee’s abilities to optimally function in an organization. Bernhard and Glantz (2012) assert that lack of motivation affects employee’s commitment negatively thereby reducing their full engagement in an organization. The author observes that money acts as the most motivating factor to employees that encourage them to commit to their duties to get compensated in return (Bernhard & Glantz, 2012). However, some employees require well-stipulated career visions that acts as their objectives, which they work to achieve. Lack of career plan to employees thereby hinders their progression morale that in turn reduces the proactive goals towards achieving objective duties (Bernhard & Glantz, 2012).

According to Sprouse (2012), stress is a common problem that encounters many employees in a workplace within an organization (Sprouse, 2012). The author asserts that over one-third of employees in a workplace work amongst other individuals in the same environment (Sprouse, 2012). The encounter of various individuals within an organization with varying personalities involves conflicts that causes negative psychological symptoms to some employees. Prevailing conflicts and unhealthy environments are associated with mental health issues that lead to stress that hinders employee’s performance (Sprouse, 2012).

Antoniou and Cooper (2013) assert that poor leadership is a common problem in workplaces within an organization. Effective leadership is an essential requirement within an organization workplace that acts as a motivation factor to employees.  Lack of effective leadership affects the employees negatively by affecting the outlook of a team, as some employees feel demoralized. Leaders should therefore be flexible and inclusive of their management approaches to ensure that, they facilitate equality and fairness among the working teams to prevent discrimination of some employees (Antoniou & Cooper, 2013). Fair leadership therefore promote employee confidence based on equity and motivation through setting of examples as leaders that enhances employees focus in the organization to achieve set objectives (Antoniou & Cooper, 2013).

            Theoretical Scaffolding

Butler et al., (2011) argue that underpayment of employees is the primary cause of their dissatisfaction within a workplace. The author states that in the year 2011 the employee’s income was lagging behind inflation that implies workers had to dig deeper in their pockets to afford basic requirements that are highly priced. Such high level of living standards calls for a higher wage compensation (Antoniou & Cooper, 2013). The failure of an organization to address such important issues such as employee’s compensation result to lack of motivation due to lack of satisfaction. The scenario thereby leads to the poor performance of an organization due to low employee’s productivity (Reid, 2011).

According to Bernhard and Glantz (2012), poor management is the main reason behind employees stress due to implementation of policies and procedures that discriminate and harass the workers (Bernhard & Glantz, 2012). The authors observe that micromanagement and dictatorship within an organization kills the employee’s morale due to lack of interest in working in such an environment that in turn reduces employee’s productivity.

In addition, lack of career growth and advancement is a common reason for employee’s dissatisfaction within an organization. Wolk (2011) postulate that career vision is among the employee’s motivation factors that facilitates worker’s productivity towards achieving a particular objective. Setting career plans in an organization is an important requirement to ensure that employees work towards achieving long-term goals that enhance their proactivity and seek to ensure achievement of a particular goal.

Area of Discourse, Contention and Divergent Perspective

According to Scheuer (2010), employee’s satisfaction is the main reason behind the positive productivity of an organization (Scheuer, 2010). The author asserts that the productivity of an organization is based on a healthy environment that ensure employees are happy at their work to facilitate their maximum productivity based on solutions provided by managers. The aspects maintain their working environment contentment based on workplace factors that facilitate the job satisfaction aspect (Nadia, 2013).  Similarly, Scheuer (2010) observes that aspects such as respect, trust, security, healthy environment and career path as well as payment benefits enhance the satisfaction of the employees within an organization with a healthy working environment.

 

According to Antoniou and Cooper (2013), a respectful working environment is a vital requirement within an organization-working place. The authors state that respectful environment facilitate recognition of employees and their appreciation (Antoniou & Cooper, 2013). Similarly, Sprouse (2012) states that respect between the employees and the management as well as amongst themselves facilitate the reduction of conflicts. The employees coexist within a working environment without coming forward about issues relating to other workers personal issues that in turn prevent bullying, discrimination and harassment (Sprouse, 2012).

            Research Interest Focus

The paper research interest focus makes emphasis on evaluation security issues, healthy environment career path and payment of the employees within an environment of a given organization. According to Sprouse (2012), the motivation of employees is based on the security of their job positions that enhances staff interests in their duties due to the assurance of longevity of their roles in their respective job positions. Similarly, (Butler et al., 2011) observe that the sense of job security facilitates regular coaching of the employee’s proactivity that enhances the possibilities of objective setting and motivation to achieve them (Sprouse, 2012).

Moreover, a healthy environment is a crucial requirement within an organization workplace to ensure that employees work in a comfortable and fair surrounding that enhances their morale based on effective leadership and management. The scenario facilities positive practices such as collaboration, sharing and effective communication that in turn disapproves chances of malpractices such as harassment and discrimination, which in turn facilitates employee’s maximum productivity.

    Redefined Problem and Future Activity

Scheuer (2010) asserts that payment of employees not only satisfies workers in their jobs but also encourages competition within an organization. The author observes that different positions shows payment variations based on the value of the employees position (Sprouse, 2012). Employees therefore work towards the achievement of their goals and at the same time being proactive for promotion considerations that facilitates employee’s exploitation of their optimum potential within the organization.

Provision of a healthy environment, securing job positions for employees, defining career paths respecting employee and paying them is a crucial requirement that requires the consideration of the human resource management department. The undertaking seeks to ensure that most employees in an organization are satisfied to strengthen their interest to work in the organization. Consideration of such factors seek to ensure that there is minimized turnover that is a high attribute of the human recourse function (Sprouse, 2012). This seek to ensure that the organization provides a favorable environment for the employees to ensure that they are satisfied to prevent their exit from the organization that in turn saves the organization time and the recruitment fee incase new employees are hired (Butler et al., 2011). Moreover, optimum productivity is realized through satisfaction of the employees. The satisfied employees tend to achieve optimized productivity due to the presence of motivating aspects such as high job position and higher remuneration.

Bibliography

Antoniou, A., & Cooper, C. 2013. The Psychology of the Recession on the Workplace.

Butler, P., Glover, L., & Tregaskis, O. 2011. ‘When the Going Gets Tough’ . . . : Recession and the Resilience of Workplace Partnership. British Journal of Industrial Relations, 49(4), 666-687.

Glicken, M. D., & Robinson, B. C. 2013. The Serious Problems in the American Workplace. Treating Worker Dissatisfaction during Economic Change, 3-21.

Nadia, S. 2013. Economic Downturn and Work Motivation. The European Experience, 195-228.

Reid, G. C. 2011. Staying in business. International Journal of Industrial Organization, 9(4), 545-556.

Wolk, J. L. 2011. Political activity in social work: a theoretical model of motivation. International Social Work, 39(4), 443-455.

Bernhard, J. G., & Glantz, K. 2012. Staying human in the organization: our biological heritage and the workplace. Westport, Conn, Praeger.

Sprouse, M. 2012. Sabotage in the American workplace: anecdotes of dissatisfaction, mischief, and revenge. San Francisco, Pressure Drop Press.

Scheuer, S. 2010. Social and economic motivation at work: theories of work motivation reassessed. [Copenhagen], Copenhagen Business School Press.

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