Managers should lead by example, reward by deed. People skills can be learned and developed, but it really helps if a manager has a natural ability to get along with people and motivate them.
#Managing employees in a dead end job how to#
However, that doesn’t mean they know how to lead. Many managers were promoted because they did their jobs very well and got results. Employees, in turn, accept that responsibility and embrace that trust with enthusiasm and pride of ownership.
However, as a broad definition, it means an organization gives employees latitude to do their jobs by placing trust in them. Today “empowerment” seems to be a catch-all term for many ideas about employee authority and responsibility. Organizations need employees to have ownership and be empowered! Empowered employees have the freedom to make suggestions and decisions. Micromanagers appear insecure regarding their employees’ ability to perform their jobs without the manager directing every move. Far too many managers micromanage to the level of minutia.
Ineffective managers put off giving feedback to employees even though they instinctively know that giving and getting honest feedback is essential for growth and building successful teams and organizations. Effective managers know how to help employees improve their performance and consistently give coaching and feedback to all employees. Recognizing employees is not simply a nice thing to do but an effective way to communicate appreciation for positive effort, while also reinforcing those actions and behaviors. The most effective recognition is sincere appreciation. Recognition does not have to be monetary. Everyone wants to be recognized and rewarded for a job well done. Neither management nor employee will be happy, and it usually ends badly. This is like trying to force a size-nine foot into a size-eight shoe. Managers should not try to force a fit when there is none. Organizations should never hire employees (internal or external) unless they are qualified for the job and in sync with the culture and goals of the organization. The employee starts to think, “What else are they not being truthful about?” When trust is missing, there can be no real employee ownership. When this happens it can lead to mistrust. It has become all too common for a job to significantly vary from the initial description and what was promised during the interviewing stage.
This does not sit well with the current, younger workforce, and this is compounded when both spouses or significant others work. Employees are forced to choose between a personal life and a work life. This is especially true when an organization downsizes or restructures, resulting in longer hours and weekend work. Increasing with economic pressures, organizations continue to demand that one person do the work of two or more people. Feeling resentful and mistreated is not an enticement for a good work environment. Rudeness, assigning blame, back-biting, playing favorites and retaliations are among reasons that aggravate employee turnover. Studies have shown that everyday indignities have an adverse affect on productivity and result in good employees quitting. The following is a list of what might be considered 12 reasons for employee turnover. Good people don’t leave good organizations-they leave poor managers! However, in order to reduce these rates, organizations must first understand the main reasons employees leave for other positions. Obviously, it’s important for organizations to reduce turnover rates. Although hard to quantify, poor morale results in a domino effect that negatively impacts efficiency and effectiveness. The impact, however, is not only financial it also adversely affects employee morale. Bureau of Labor Statistics, turnover can cost an organization 33 percent of an employee’s total compensation, including wages and benefits. While some turnover can be expected, poor management can cause the normal turnover to climb to an excessive level.
0 kommentar(er)
