Article (June-2017)


Valuing and involving employee is the core

Mihir Gosalia

Designation : -  

Organization : -  Mumbai


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1. Sarita is working in her comfort zone in same position for the past 15 years in same company. So this implies that she is doing well in her current profile and company is satisfied with her performance. So Sarita's both physiological & security needs are satisfied as per Maslow's Need Hierarchy Model. At some point or the other in one's career life, an individual fears for change or growth especially when the colleagues/peers around you are doing the same and one sees them progressing. However change and growth inadvertently comes with risks and that implies getting out of your comfort zone. The risk factor involved may work (opportunity) or may not work (risk - effect of uncertainty). In case of Sarita, additional responsibilities that come with promotion involve doing new things never done before which an employee after a certain period of time may be reluctant to do so since the basic needs (physiological & security) are already satisfied. The suggested solution to this is to build confidence into the incumbent Sarita and get her to come out of insecurity. This can be further resolved by offering regular training and showing the bigger picture.

2. Many employees equate compensation with the important activities the organisation wants to achieve. For example, in case of Infogem TV manufacturing company, quarterly bonuses are paid to work groups that exceed the quarterly performance goals stipulated by the company. In this situation, everyone clearly understands the importance of performance bonus because their own compensation and rewards are tied to it. However, as time passed, the HR department started receiving complaints from a number of supervisors about low morale and motivation amongst their team members. Hence Infogem TV manufacturing company needs to evaluate its approach to employee performance, recognition and rewards to determine the extent to which the employees are satisfied with them, the extent of their participation, and the impact of the system on improved performance.

3. Although research indicates that the main elements / key drivers of employee motivation and engagement include being valued and involved, other factors that affect employee motivation and engagement can vary significantly from organization to organization or within an organization from site to site which is exactly the case with Image Motor company. One size fits all approach will not work. The company should differentiate its employee motivation and engagement methods amongst the different group of regional employees. Also employees will be motivated and engaged when the company also identifies and corrects a problem that adversely affects their motivation and engagement (dissatisfaction). Just having a sales contest to motivate the staff to increase revenue will not work. For employees it's not just about rewards. They would like their other day to day work related concerns to be addressed as well for them to remain motivated and committed to their work.

4. The solution to the problem lies in rightly placed career progression plan. It is the responsibility of the Managers at Enigma Corporation to help the newly hired engineers with work related development, learning and career progression. Else they run the risk of weakening employee morale and motivation. This adversely impacts employability and consequently organization's ability to maintain a viable workforce to compete effectively. Career progression and worker development programs provide evidence to workers that they are valued by the organization and it's leaders. This, in turn, enhances employee engagement and then enhances productivity. Sometimes, it's not just about financial benefits attraction.

5. In a competitive industry such as telecom, inefficient recruitment and bureaucratic bungling in the hiring process also provides a glimpse of the true management system and can scare off the best prospective employees. In addition, the hiring process represents a terrific opportunity to attract and hire workers with diverse ideas and cultures, without which it will be difficult to capitalize on diverse ideas, cultures, and thinking. This is turn may limit the ability of the organization's workforce to be engaged, innovative and empowered. Productivity suffers, as does the organization's ability to meet the challenges of today's highly competitive environment. Senior leader i.e. the chief operating officer (COO) has to build a work climate that addresses the needs of a diverse employee base. Recruitment and training are tools to enhance the work climate. Employees are cross-trained to prepare for changing capability and capacity needs. Cross-training, job sharing and rotational assignments promote a more engaged worker and make that worker more valuable to the organization.

6. In order to optimise performance, the employees that have been hired by Vikas must be aligned to the objective that he has in mind which is that of improving customer service and product consistency. Failure to do this forces the employees to decide for themselves, substitute their own ideas instead of being driven/guided by their manager. Failure to provide rewards or recognition that supports a customer focus may cause employees to behave as if customers are unimportant. Rewards (or the absence of them) drive behaviour and motivate people to respond in certain ways. Recognition and rewards/incentives could be provided for results, such as for reduction in waiting time for service to customers and for providing error-free services e.g. serving the right portion of ice creams and drinks.