2. Marco teórico
2.2 Bases teóricas
2.2.7 Extractos vegetales
● Create a positive environment—Promote a workplace atmosphere that
makes all workers' feel worthwhile and important. Don't play favourites with your staff. Keep office doors open and let folks know they can always approach you with questions or concerns. A happy workplace is a productive workplace.
● Put people on the right path—Most workers' are looking for advancement
opportunities within their own factory. Work with each of them to develop a career growth plan that takes into consideration both their current
34 34 34 34
34 Industrial Psychology
skills and future goals. If workers' become excited about what's down the road, they will become more engaged in their present work.
● Educate the masses—Help workers' to improve their skills by providing
on-the-job training or in-house career development. Allow them to attend workshops and seminars related to the industry. Encourage them to attend adult education classes paid for by the company. Workers' will feel you are investing in them, and this will translate into an improved job performance.
● Provide incentives—Offer people incentives to perform well, either with
something small like a gift certificate or something more substantial such as a performance-based bonus or salary increase. Give out "Employee of the Month" awards. Such tokens of appreciation will go far in motivating employees.
● Acknowledge contributions—You can make a huge difference in employee
morale simply by taking the time to recognize each worker's contributions and accomplishments, large or small. Be generous with praise.
● Honour your promises—Getting people to give their all requires following
through on promises. If you tell an employee that he or she will be considered for a bonus if numbers improve or productivity increases, you'd better put your money where your mouth is. Failure to follow through on promises will result in a loss of trust not only that person's trust, but the trust of every employee that hears the story.
● Provide career coaching—Help workers' reach the next level profession-
ally by providing on-site coaching. Bring in professionals to provide one- on-one counselling, which can help people learn how to overcome personal or professional obstacles on their career paths.
● Match tasks to talents—You can improve employee motivation by
improving employee confidence. Assign individuals with tasks you know they will enjoy or will be particularly good at. An employee who is successful at one thing will have the self-confidence to tackle other projects with renewed energy and excitement.
REFERENCES
1. Kreitner, R. (1995). Management (6th ed.). Houghton Mifflin, Boston. Company.
2. Buford, J.A., Jr., Bedeian, A.G., & Lindner, J.R. (1995). Management in
Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension.
3. Higgins, J.M. (1994). The Management Challenges (2nd ed.). Macmillan, New York.
4. James R. Lindner, Understanding Employee Motivation; The Ohio State University.
5. Robbins, et al., Organizational Behavior, Prentice Hall, New Delhi, 2008, p. 215.
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6. Quick, Thomas L. (1985). The Manager’s Motivation Desk Book. Wiley, New York.
7. A.H. Maslow, A Theory of Human Motivation, Psychological Review 50(4) (1943):370–96.
8. Daft, Richard L. (1997). Management, (4th ed.) Harcourt Brace, Orlando, Fl. 9. Petri, Herbert L. (1996). Motivation: Theory, Research, and Applications,
(4th ed.) Pacific Grove, CA: Brooks/Cole., p.236.
10. McCoy, Thomas J. (1992). Compensation and Motivation: Maximizing
Employee Performance with Behaviour-Based Incentive Plans. AMACOM,
a division of American Management Association, New York, p. 34. 11. Steinmetz, L. (1983) Nice Guys Finish Last: Management Myths and Reality.
Boulder, Horizon Publications Inc. Colorado.
12. Steinmetz, L.L. (1983) Nice Guys Finish Last: Management Myths and
Reality. Boulder, Horizon Publications Inc. Colorado, (p. 43–44)
13. Goldthorpe, J.H., Lockwood, D., Bechhofer, F. and Platt, J. (1968) The
Affluent Worker: Attitudes and Behaviour, Cambridge University Press,
Cambridge.
14. Weightman, J. (2008) The Employee Motivation Audit: Cambridge Strategy Publications.
15. Human Resources Management, HT Graham and R Bennett M+E Handbooks (1993) ISBN 0-7121-0844-0.
16. Robbins, Stephen P.; Judge, Timothy A. (2007), Essentials of Organiza-
tional Behavior (9 ed.), Upper Saddle River, NJ: Prentice Hall, http://
wps.prenhall.com/bp_robbins_eob_9/64/16396/4197506.cw/index.html 17. Accel-Team.com (2004), Employee motivation , the organizational environ-
ment and productivity.
18. Lindner, J.R., (1998) Understanding Employee Motivation, Journal of Extension, June 1998, Vol. 36, Number 3.
19. Anonymous, (1998), Beware the six dangerous myths about compensation, IOMA's Pay for Performance Report. New York: Dec. 1998. Vol. 98, Iss. 12; p. 1–4.
20. Smith, G.P.(2004), Provide a Positive Working Environment for Productivity
and Retention, The Navigator Newsletter, Vol. 72, 19 March 2004, p. 1,
Chart Your Course International, Atlanta, Georgia, USA.
21. Kerslake, P., (2002), How to Create the Productive Office, New Zealand Management, Vol. 49, Iss 6, pp. 41–43, Profile Publishing Limited, Auckland.
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Inspiring, QNews, May 2004, p. 4.
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36 36 36 36 36 Industrial Psychology
JOB
SATISFACTION
CHAPTER
6
6.1 I
NTRODUCTIONW
orker with high level of satisfaction has positive feeling about their job and worker with low satisfaction have negative feeling about their job. Job satisfaction helps to improve the performance of worker on both criterias whether it is qualitative or quantitative, satisfied worker are easily motivated and having interest in their work. They also make their surrounding more productive with their positive thinking. When the work become interesting worker, get pleasure from work and definitely if worker do the job as per their interest they get psychological satisfaction. Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, e.g., the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work etc.6.2 C
ONCEPT ANDM
EANINGA happy worker is a productive worker’. The Hawthorne studies conducted at an electrical plant in Chicago from 1924–1932 revealed that employee morale and satisfaction increase productivity. Since then, management has taken consideration about the topic of job satisfaction, as it is believed to enhance performance, reduce absenteeism, retain qualified workers and establish smooth employment relations.
Workers having a sense of inner fulfillment and pride achieved when performing a particular job. Job satisfaction occurs when an employee feels he has accomplished something having importance and value worthy of recognition; sense of joy. Satisfaction creates confidence, loyalty and ultimately improved quality in the performance of the workers. Job satisfaction describes how content an individual is with his or her job. According to Robbins, job satisfaction is “a positive feeling about one's job
Job Satisfaction 3737373737
resulting from an evaluation of its characteristics”. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one's job. (Locke, 1976 cited in Brief, A.P., & Weiss, H.M. (2001). Organizational behaviour: affect in the workplace. Annual Review of Psychology, 53, 279– 307, p. 282.)
According to Tiffin and McCormick (1971), the satisfaction which people experience in their jobs is in large part the consequence of the extent of which the various aspects of their work situations tend to be relevant to their job related value system. It is important to realize that these attitudes vary according to individual experiences and expectations and hence there is no single unitary concept of job satisfaction.
According to Business Dictionary.com, "Contentment (or lack of it) arising out of interplay of employee's positive and negative feelings toward his or her work.
Hackman and Oldham (1975) suggested that jobs differ in the extent to which they involve five core dimensions:
1. Skill variety. 2. Task identity. 3. Task significance. 4. Autonomy. 5. Task feedback.
They suggest that if jobs are designed in a way that increases the presence of these core characteristics three critical psychological states can occur in employees:
● Experienced meaningfulness of work.
● Experienced responsibility for work outcomes. ● Knowledge of results of work activities.
According to Hackman and Oldham, when these critical psychological states are experienced, work motivation and job satisfaction will be high.