The American job markets have been the subject of public attention for a while now. businesses, executive officers, and their actions that have significantly benefited businesses have come under close scrutiny for their "dos" and "don'ts." However, the employees who are responsible for the success of the majority of these businesses have received little notice. American core values have been undermined by capitalistic values that prioritize abnormal profits for stockholders at the expense of employee power. Critical issues show that effective organizational management and ideology are the foundation of an organization's success as a whole. A majority of work places exhibit three major factors which when keenly analyzed define organizational environments. First, where work environments create distrust on workers which further brings about disengagement and pervasive job dissatisfaction. Pfeffer argues that when problems get worse, the end result is borne by both the employer and employees. Second, people management is a critical tool that needs to be checked. Proper people management brings about the positive attitude needed towards work which significantly influences organizational performance. Third, there are those things that are not costly which if implemented may yield great results. Organizational behavior may lead to failure in implementing them thus costing the company dearly in the long run.
Distrust, disengagement, and further pervasive job dissatisfaction.
Job attitude at work, absenteeism, and high workforce turnover are common in some organizations in the United States and United Kingdom. Surveys conducted in 2004 found out that a majority don't feel connected to their work and that there is nothing that motivates them. Another study conducted in 1994 revealed that one in six employees would not offer suggestions that can help improve efficiency at work place. Most people see organizational managers as distrustful, lacks honesty and integrity. Pervasive job dissatisfaction is seen when people quit their jobs en masse coupled with high levels of absenteeism. One of the fundamental reasons why people go to work is economic empowerment. There is a problem when people have intentions of quitting while others voluntarily absent themselves from work.
One ripple effect of these negative attitudes at work place is layoffs. Downsizing or restructuring make people feel insecure. Those who had good ideas of boosting productivity may so decide to hold them in fear that they may become next targets. The result will thus be seen in a number of outcomes ranging from mental to physical health which further manifests in the overall productivity. The second effect is disengagement which occurs where there is a conflict between work and family. Putting family first may be seen by the organization as not being loyal.
Today we have many women in senior positions than men thanks to affirmative action. But office-family program policies that should change with the changing demographics is stagnant. Even where such policies exist, putting them may expose most workers which would bring about worker-employer conflicts. Pfeffer further argues that work and family obligations remain pervasive which brings about severe implications for the employer and the employee in the long run.
The third effect is distrust, which occurs as a result of broken promises between employers and employees. Promises are easy to make but very hard to fulfill. Employers may give a lot of promises which cannot be fulfilled and this may lead to strained relationships. Steady and reliable companies normally promise workers certain benefits on recruitment. Assurance of pension scheme and healthcare insurance benefits for employees and their families normally boost morale. These promises make people feel more attached to the organization and are always willing to support those programs that steer institutions to succeed. It would be foolish for the organization to promise what they cannot offer. The fourth effect that pervades job satisfaction is psychological harassment and job bullying. Some managers use "uncivil" language on employees making them feel unwanted. It goes without saying that bullying and harassment at work place by senior staffs form part of the major reasons for dissatisfaction. Those who did not have the intentions of quitting may now decide otherwise.
Reciprocity at work place is an important tool in both the capitalistic and American values because it bridges the gap between the employer and the employee for prosperity. One of the major American core values is to make products universally accessible and acceptable in the world. The capitalists too would want huge returns on their investment. Acceptability of products comes with some set high-level productivity standards. The set standards can only be perfected by those required to perform them. Most employers misconstrue satisfaction to mean remuneration.
Whereas remuneration is important, other silent factors are pivotal in the success of organizations. For example, the organization's enabling work environment may lead to adherence to high productivity standards. People get attached to their jobs when assured of job security. If promises are made, they should be fulfilled or reasons for doing otherwise explained. It is sensible to say that use of "uncivil" language or harassment may take a toll on an employee which may lead to the production of poor quality goods. It is therefore important that employers appreciate the power of employees. Appreciation boosts morale as this will enable workers to identify with the job, and love what they are doing.
People Management
The USA is an industrialized nation and the people's skills and innovations are intangible assets that when carefully harnessed can enable organizations to reach their maximum potential within a short time. Human resource is an important factor in a work place and thus need proper management. Proper people management in an organization has an impact on the company's overall productivity, quality and profits. An organization that rewards, trains and develops staff has a capability of performing well than those not doing the same. Pink in his argument gave an example of two encyclopedias that needed to be developed.
The first one was to be developed by Microsoft Company which is known to be a profitable organization. The project was to be overseen by well-compensated managers to enable them to conclude it on time. The second project was to be done by individuals who did not have special qualifications. They were to contribute to their own labor, and more interesting, work without reward. The result of their work was to be put online for free. Pink opines that both could yield results under such circumstances but the incentives offered by Microsoft Company enhanced their chances of gaining more. This argument tries to explain the importance of incentives as a tool in human resource in enhancing productivity.
The capitalistic idea of giving people second chance and not third could have formed the need for Human resource departments in organizations. Reciprocity understands that people make mistakes. Though mistakes may be costly in the long run, it is also important to know why certain mistakes are made. The issue of not giving people third chance should not arise. By wanting to know "why" can convert the mistakes into opportunities. America has built its core values by learning from past mistakes. There are those mistakes that may need summary dismissal and those that need a pardon. Mistakes too are important especially when they help in detecting areas that need improvement. Human resource in an organization is important in that individual worker's welfare is taken seriously as the overall organization's success is anchored on it. But this cannot pass without saying that there is nothing for free. Employees, just like employers are human beings who need to pay their bills at the end of any given day. Family values too are important because they must be taken care of at the end of the day. By failing to reward employees is a sign of disrespect. Organizations yearning for results must rethink their strategies on people management; abolish those that are not adding value and encourage innovations and inventions.
Organizational Behavior
There are those efforts that the organization may take casually whose end results may take a toll on productivity. These efforts may further affect employee's discretion. It is critical the organization understand that human beings are social creatures whose attitudes, perceptions and preferences are endogenous. It is also critical the organization understand human beings would want equity, fairness and justice; and subsequently the process involved in determining them. Organizations too are embedded in social context and as such may imitate other like-institutions so as to conform to a number of social expectations.
Properly managed organizations should have second drive force which serves as good behaviors meant to reward employees and avoid punishment. Pink asserts that motivation 2.0 is so deeply embedded in peoples' lives that the only way productivity can be increased, performance improved and encouragement of excellence is by rewarding good and punishing bad.
Organization rewards.
It is in every organization's wish that they can make huge profits by reducing costs such as wages. When this happens, financial results are improved but senior managers and shareholders rather than the workers share the spoil. This is rather a capitalist than American core value. It is also important to appreciate other capitalist values on promotion which demand it be done on merit. At times, the organization can decide to reward a group of individuals, leaving others with nothing thus creating a social gap in the long run. Rewarding friends and families even if they are doing nothing only erodes the mission for which the organization was formed.
Conclusion
Organizations thrive because of both the financial and human capital. Workers form a core value in the capital work force. Depending on what one thinks, productivity and profitability are determined by human behavior. It is important to note that a majority of workers spend few hours with their families while the bigger chunk of time goes to work place. This is why work places should offer a conducive environment that tilt workers behavior. Organizations should know that workers are the greatest asset and at the same time capital that any organization should strive to make happy in order to realize success. Investing in human resources department can help solve certain problems. Numerous cases of absenteeism or new employees coming and leaving may well be answered by the office. Bullies or those using unsound language on fellow employees must stop. It's important to conclude that reciprocity has a place in the capitalist work force as it is anchored on two pillars, the American and capitalist core values.
Bibliography
Pink, Daniel H. Drive. Penguin Group, 2009
Pfeffer, Jeffrey. "Human Resources from an Organizational Behavior Perspective: Some Paradoxes Explained" Journal of economic perspectives. 21, no. 4 (2007): 115-134
Zweig, David. Invisibles: The Power of Anonymous Work in an Age of Relentless Self-Promotion. Penguin Group, 2014
