Expection: Satisfaction

In my opinion, I agree with the statement, “Managers should do whatever they can, within reason, to enhance the job satisfaction of their employees.” Although this is a bold idea, the caveat “within reason” allows individual interpretation. Since some academic scholars argue “money is the meaning of life,” it is sensible to assume that managers will satisfy their employees if it is profitable for the employer (Aroian, Mihran). When quality output is greater than input, an employee is assumed to be highly productive. Absenteeism, turnover rates, deviant behavior, and negative incentives should be minimized because each will decrease productivity and subsequently hinder profitability.

Classified as “absenteeism,” unsatisfied employees frequently fail to show up for work. It is important for managers to discourage this behavior because unreliable employees influence the job performance of others. When short staffed, the manager must find a way to replace the absent employee and typically assigns the work to one if not several of the co-workers. The increased burden will also decrease the job satisfaction of those affected and decrease the company’s profitability. To prevent this from happening, managers should ensure employees are satisfied with their jobs therefore they have no reason to be absent regularly.

Turnover rates should also be reduced to increase profitability. Companies can be hurt when many employees quit their jobs. Professionals call this a “high turnover rate.” Even if the exiting employee provides several weeks of notice, it is costly to find a skilled replacement for that individual the new employee must be trained and supervised. Since turnover rates are a reflection of the company culture and work environment, managers should attempt to reduce the amount of “turnovers” that take place. Although employees quit for a multitude of reasons, poor job satisfaction is one of the highest.

Another factor that influences performance is deviant behavior. Loosely defined as an action that works against the common goal, this behavior makes it very difficult for to fulfill an obligation. Resistance in any manner becomes an obstacle that the employer must overcome. It is also unpleasant for co-workers. Because a deviant employee makes it difficult to improve productivity, it is crucial that the manager intervene and dissuade destructive objections. When every employee is satisfied and working toward accomplish the same the target, the company will typically improve profits.

Incentives are also relevant to employers because they have a significant impact on job satisfaction. Negative incentives are punishments for failed expectations. These are commonly associated with pessimistic attitudes and fuel productivity at the expense of employee satisfaction. The resulting fear creates a tense and stress environment within the company, making it difficult for employees to perform their best work. Conversely, positive incentives are rewards for achievement. Without the fear of losing something, employees strive to reach an amplified level of productivity which increases profits. When rewards are frequent and diversified, job satisfaction usually improves. However, these incentives can also encourage cheating or unethical behaviors if used inappropriately.