Employee Satisfaction tips- Management Skills
76Who's Responsible?
It seems now, more than ever, one of the most important components, as we have previously stated; for a successful working environment; is “Employee Satisfaction.” If a manager cannot guide, train and stimulate their staff; they may as well hang it up or learn how. The greatest responsibility for management is their ability to motivate their employees in a way which gives them momentum and productivity. How can a manager do this with all the other activities in which a manager has to do? It may not be easy; but it is achievable.
Is this the only rule for Employee Satisfaction? Absolutely not. The employee must have a vision, an ability and desire to make a commitment to being an employee of preference. That is yet another article.
The faces of management
Click thumbnail to view full-sizeIt is Best to Know Who You are Hiring
First the manager must be skilled in hiring employees who are fascinated with learning more than the job calls for. Drive and the ability to multi-task are equally important. The applicant should have a certain level of ambition, initiative and yet be trainable to the specifics of the job at hand. They should know something about the company at an interview and ask questions; that is in itself; equals initiative. A well planned interview with an applicant can tell a manager what they need to know, in many cases. Not always true; but as we know nothing is flat and standard anymore. The employment environment now is really a scary place to be and all people are different. Some hide their qualities, not meaning to. The resumé is not always the best sign of what someone knows or their ability to get a job done. Nothing can take the place of hiring the right employee for the right job. Some people can be trained, however, they must first have some knowledge of what the job entails or it will take un-necessary time and cost to get them where they need to be.
Hiring the right staff does not close the manager’s job. They must have the faculty to dedicate themselves to having employees, who respect, admire, and are comfortable in their working relationship with their boss. The latter is not always easy and it is realized that management has other task and people they must report to, also.
Management means that they not just over other people. They are managing, being an example, training, motivating, implementing, delegating, and promoting others, and at the same time; meeting their own deadlines. Being over someone else, does not necessarily mean that a person is managing the staff. Doesn’t sound easy, does it? No and nothing in life, that is worth telling, is made for the person who just wants to sit behind the desk. It takes dedication, determination and having a desire to stand out and be a manager that people love working for. Focus for a manager should be to develop people skills and have the ability to bring out the best in others. Not any manager should want to be disliked; and I am sure, most do not. There should be an approach to carry out the goals and priorities without stepping on anyone’s toes.
In processing the elements necessary to have “Employment Satisfaction”, clearly it must come from the company; however, truly it begins with the immediate, motivated manger. If the manager is not motivated; how can the staff be? If a manager does not have their feet on the ground and are concerned only about their own position; they might be in the wrong place. A manager who has qualified people must have the ability to convenience; in a positive way, the employees that they are working for the right company. They should convey a positive attitude, a happy attitude, and a professional demeanor. There is no point that a manager can forget about their employee’s needs and be interested in their contributions to the overall success of the company.
If the overall business model is not being profitable; and you are not meeting your goals; however, you have adequate staff who have the ability to carry out the job. Something is wrong. Qualified people should be able to get the job done. If they are willing to work hard and contribute, but seem unproductive and not motivated; something important, needs attention.
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This is a big help for me. thanks for sharing. UP!
Thank you for sharing this hub - found it useful with some good insights!!









Moravecglobal 19 months ago
Businesses and Universities are into a phase of creative disassembly where reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by Lockheed Martin, Chevron, Sam’s Club, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing employees, staff, faculty and part-time lecturers through “Operational Excellence (OE) initiative”: 1,000 fired. Yet many motivated employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised work security and a steady progress up the hierarchy in return for employees fitting in, accepting lower wages, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee work and careers, even if they want to. Senior managements paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with their employees – a contract nurtured by management that the future can be controlled.
Jettisoned employees are finding that their hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other?
The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability. The partnership can be dissolved without either party considering the other a traitor.
Let there be light!