Grocery and Nightshift Jobs’ Characteristics and Satisfaction Impact
A striking similarity between the grocery and nightshift jobs was that they are performed by small number of employees who are responsible for conducting a variety of tasks. However this forces the employees to work for extra periods of time to meet the job objectives which leads to physical wearing out of the employee (Van Woensel & de Gilder, p. 2017). The employees are assigned to perform their duties within stipulated timeframes under close supervision. The two job groups require managerial staffs that ensure their workers are well motivated to attain their task goals more efficiently and effectively.
The high employee turnovers is a hindrance to their ability to achieve job related objectives. The two job departments experiences the problem of product management in the market place since some of them usually go into waste. This reduces the expected revenue of the two jobs which causes a disparity in their performance. Dickson & Lorenz (p. 388) indicates that in most cases the employees are held responsible for any form of waste realized in the job department which results to psychological stress and eventually the employees resign from their duties hence, poor performance of the two firms.
The workers in the two jobs also lack skills in their field of operation since they need close supervision from their seniors which results to low productivity and sour interpersonal relationships in both job settings. This is observed where in the night shift jobs employees are found idling by the manager and begin to work upon seeing her. Despite the fact the employees know the scope of their work, a supervisor has to be assigned to oversee the execution of the same. Wilczyńska & Batorski (p. 217), identifies such acts as lack of motivation among the employees which can partially explain the high staff turnover problem. Further, the overall ability to achieve job objectives and employee satisfaction is minimized since they are pushed to act. With increased pressures to deliver, the employees end up leaving the company leading to high staff turnover (Van Woensel & de Gilder, p. 2017). In addition, the high turnover is due to lack of motivational factors such as holiday leave and lack of moral support between the employees.
Inefficiency is as well identified in the form of the quest by the company to hire more supervisors to provide oversight. From the given information, it is evident that the employees cannot work unless they are closely monitored, which McDonald, Faye, (p. 464) describes as unlikely behavior of satisfied work force. The outward resistance is a manifestation of internal resistance/disagreement to a factor or another. Tossing around the employees leads to many deliberate and undeliberate mistakes leading to hefty losses in form of waste products and financial losses too.
Further, in the two job settings, a lot of conflicts between the employees are witnessed since the subordinates think that they are being treated differently by their employers despite being in the same working environs. This leads to a negative emotional attachment of the workers towards their role in the work environ thus low productivity is realized McDonald, Faye, (p. 464). Long working hours is also a common feature which drains energy besides leading to low concentration hence low performance.
Nightshift Manager Role to Improve Workers’ Attitude
The nightshift manager should encourage organizational citizenship behavior among the subordinates to increase productivity, loyalty and positive perception by the employees towards the organization. This will ensure increased performance, quality besides encouraging flexibility of the workers which will enable support between the workers and thus result to innovative working relationships (Wilczyska & Batorski, p. 1133). The managers should also aim to improve subordinates’ trust in the organization. This will reduce the level of conflicts between the workers thus promoting organizational citizenship.
According to Wilczyska & Batorski, (p. 1133) the managers should also ensure that employees are conversant with the organization goals which will create willingness of the workers to expend efforts on behalf of the organization which signifies employee loyalty to an organization.
Works cited
Dickson, Kevin E., and Alicia Lorenz. "Psychological empowerment and job satisfaction of temporary and part-time nonstandard workers: A preliminary investigation." Journal of behavioral and Applied Management 10.2 (2009): 166.
Jyani, Surender. "Worker's attitude and job satisfaction." International Journal of Education and Management Studies4.2 (2014): 145.
McDonald, Faye V. "Developing an Integrated Conceptual Framework of Pro-Environmental Behavior in the Workplace through Synthesis of the Current Literature." Administrative Sciences, vol. 4, no. 3, 2014, pp. 276. ProQuest, https://search.proquest.com/docview/2108400559?accountid=158399, doi:http://dx.doi.org/10.3390/admsci4030276.
Wilczyńska, Aleksandra, Dominik Batorski, and Joan Torrent-Sellens. "Job Satisfaction of Knowledge Workers. The Role of Interpersonal Justice and Flexible Employment." Polish Sociological Review 199 (2017).
Wilczyńska, Aleksandra, Dominik Batorski, and Joan Torrent Sellens. "Employment flexibility and job security as determinants of job satisfaction: the case of Polish knowledge workers." Social Indicators Research 126.2 (2016): 633-656.
