Employee’s welfare
Introduction
Employee’s welfare and emotional wellbeing is essential in a work environment because it has an impact on their productivity. In HR management institutions should ensure a sound and active welfare strategy is in place. Factors that influence job satisfaction arise from the following broad categories. Previous research findings have collected a significant quantity of individual elements as defined by respondents in empirical enquiry. Factors that have been started can be categorized into the following categories; career development, work environment, and employee relationships with management. Besides, compensation, engagement opinions, engagement behaviours, and benefits complete the core categories.
Case study 1
The first article I have encountered by Dr Mishra was published in ‘IOSR Journal of Humanities and Social Science’ and entitled ‘job Satisfaction’. The report is a research finding from the Indian employee population in the pharmaceutical industry.
The article in general address the issues of working conditions, job satisfaction, social security, career enhancement and capabilities, and motivation. The articles states matters related to job satisfaction have been widely researched on a different perspective and oriented to employee psychology. The author argues the psychological orientation of the employee define their state of job satisfaction. Job satisfaction compass has three significant bearings that comprehensively or individually determine the respondent state. The three categories are employee personalities and character, job-related factors, and inter and intra relationships.
The article I find it very useful due to its diversity significance. The population sample is from the Asia region and is a significant industry in India society. Contextually, the article shifts the core factor from the internal environment of an organization to individual personality. The research findings are useful to managers and individual employees because they can apply the principle of a different character to manage job-related issues. On engaging other personality influence approach to use depending on the individual involved. An excellent example of how the understanding personality of employees can be useful management relates to communication strategy, job allocation, and engagement approach. The four significant personalities, A, B, C, and D, require a different approach to communication. For C, facts are essential, while B is followers and more likely to follow orders. Those in category ‘A’ are self-driven and resilient to achieve objectives without being interrupted others opinion.
In contrast, those in group ‘D’ value inter and intra relationship with others. Understanding personalities can help management in the general approach of engagement with their task force population. In conclusion, employers should ensure they understand personality aspect on employees to be able to manage them effectively.
Case Study 2
The second article was authored by three students as an academic requirement at ‘The Islamia University of Bahawalpur’ and published on ‘International Journal of Learning & Development’. Authors were, Masooma Raved, Rifat Balouch, and Fatima Hassan. The title of the article was; “Determinants of Job Satisfaction and its Impact on Employee Performance and Turnover Intentions” (2014).
The primary objective of the research was to identify factors that contribute to job satisfaction among employees and associated significance to performance, loyalty, and turnover management. The authors state the following key issues;
Job satisfaction influence employee productivity.
Job satisfaction contributes to the nature of the relationship that exists between employer, management, and employee.
Status of employees on their job attitude has a direct impact on organization performance.
The article is useful as a guide to empirical research on job-related issues on an organization. The research design can be duplicated in other institutions and population since it applies scientific research approach.
The research can be useful in enhancing the management approach of the institution. By collecting feedback, employees feel appreciated, and it promotes good relations between employees and management. Empirical research can be conducted in an institution through an online platform. Employees can fill a closed question questionnaire. The platform would enhance employee participation since it offers privacy and can be done at employee convenience on time and place.
If institution research within its employee population and identifies significant concerns, a strategy is developed to remedy the situation. If a strategic policy is implemented, the employee’s performance and commitment will be enhanced. In conclusion, the management should take a responsibility to monitor concerns of employees because their conditions have a significant impact on institution performance. Investing in employee’s welfare should be culture because it has tangibles to organization performance, employee’s productivity, and manages turnover. High turnover is costly because it dilutes skilled labour and injects unskilled labour, increasing production cost through hiring, training, and reducing overall performance.
The article “Employee Job Satisfaction” by Bhavya Sree & Satyavathi was published on “International Journal of Engineering and Management Research”. The report argues on bases on understanding and responding to employees needs as a tool of competitive capacity. Organization delivery capacity depends on its workforce who are primary stakeholders. Workforce interaction with the consumer can be promoted or hindered by their emotional state.
The author’s broader statement identifies employment management strategy as a significant component in withstanding volatility of the business environment on the competition. The author article also states that the dynamic of business environment demands employees to be institutionally oriented. Unsatisfied taskforce lack commitment to organization plan and policy. The article argument is value-based in two perspectives. The first perspective relates to employee value to organization performance on market share. The second principle refers to employees attached value to their contract and engagement with an organization.
The article in relation to the other two reviewed above is important to the subject matter because it increases the diversity of scope that HR managers can apply on investigating and defining employee management strategy. It introduces the third perspective that integrates organization and employees need. The design and proposals of the research are useful to institutions because it’s recent research and therefore relates to the current counter culture and its dynamics.
The research findings are useful to our institutions since it explains how and whys of engaging employees to organization commitment to institutional objectives. Institutions that want to realize the maximum potential in market influence must ensure employee’s needs are met. On its application at a business level, the research can be used to enhance employee commitment, loyalty, and performance. The principles are advocated by Raved, Balouch, and Hassan in their article in extensive on article reviewed above. In conclusion, we can state that managers should consider provision made to employees as an investment to promote rather than added favours.
Conclusion
The issue of job satisfaction is a subject matter that has been researched on by different researchers in different areas and industries and scope. Despite the research, researchers and research target population diversity findings support job satisfaction and a primary factor for organization performance. Managers have to ensure they have appropriate and viable welfare strategic plan for employees. Institutional culture must incorporate and support employee because they are primary stakeholders. Management of employee attitude towards the work environment should be addressed at a comprehensive approach. Limited perspective on identifying workforce need can fail to meet intended objectives.
Findings have established that there are diverse factors that contribute to employee’s satisfaction. Employee emotional state, work environment, and organizational culture are some of the elements. Identified issues have been categorized into eight major categories. The eight subsets are; compensation, engagement opinions, engagement behaviours, career development, work environment, employee relationships with management, and benefits. It’s impossible to meet all needs by employees, but the administration should exhibit commitment. The requirements are dynamic and also vary with time hence a need to have a continuous management approach.