Competitiveness and Job Satisfaction
A inseparable
said
W. Edwards Deming the greatest failure of the manager is not able to take advantage of the skills and desire to learn from the employees the benefit of all : the organization itself and its employees. (1)
decades lead has been confused with command and control, with the exercise of power and competition between people. Little has changed since the industrial revolution in the nineteenth century.
Maintain extended consideration of the employee as a "resource" someone who is used but in which capacity is not created and therefore should be subject to strict control. Technology has evolved, science, society, the formation but the style of management seems to have stalled, just his rhetoric has changed.
calls for collaboration, teamwork, responsibility and respect do not always represent more than mere rhetoric of a business model directed in the style of a century ago, but immersed in a society that has changed and requires another speech.
The consequences are companies with employees with low competitiveness and high level of anxiety and dissatisfaction with their work . Extensive studies show a direct relationship between the systemic and employee satisfaction in a period of time and increased efficiency at a later time. (2)
Some companies have indeed been led by managers who understood and were able to take advantage of this knowledge of their competitors.
personal satisfaction and development of their own talent they have amazing strength in the will of the people. Why not be used for the benefit of all?
The answer is simple, steering mechanisms and compensation are based on the employee-resource, not the employee-citizen (person responsible and intelligent). The starting point is based on the assumption of "bad" employee. It distorts reality to the detriment of most people and organization.
Most people would be pleased to contribute more to the company they work if she felt part of a team. Working for pay, yes, but this only results in an offset contract. The real involvement comes from the emotional side of People born only if you feel satisfaction with what is done.
The Management of the future must restore the person to a rightful place in business organizations for the benefit of all , organization and employees.
benefit or wage dilemma no longer exists in terms of before. The greatest value to the organization is not the level of activity on the product as before. It is the initiative, continuous improvement and innovation that come from a fantastic attitude and intelligence for the organization and as such are neither measurable nor are priceless, but they improve the competitive pace grows satisfaction of the employees involved in their achievement.
Against
widely believed, should lead efforts to align and unite, guide, teach and promote group collaboration. The manager will be in the future only if their skills "technical" adds the need to build collaboration and this comes from a deep understanding of people.
Far from creating competition, the manager should let bring out the intrinsic motivation that people carry within . The employee must be seen as a collaborator who wants to contribute their skills and feel good about yourself and the organization.
Motivation is intrinsic to the employee, or come and must come from outside people. But organizational conditions should allow to surface. Not motivate people, but an adverse environment overrides the intrinsic motivation.
Innovation Initiative and other air need to flourish.
competitiveness and meeting the people at work go hand in hand or will not .
(1) W. Edwards Deming, "Out of the Crisis ", 1982
(2) Daniel J. Koys, Department of Management DePaul Universit, Personnel Psychology, " The effects of employee satisfaction, ..., on Organizational Effectiveness " 2001
