Employee Commitment

Posted: September 9th, 2013

Employee Commitment

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Employee Commitment

In addition to budget reduction, pay cuts, lay-offs and furloughs, economic strains have an effect of lowering morale, reducing productivity and bringing dissatisfaction to the employees. While some corporate leaders seek hiding places until the trouble subsides, others work on their individual value and in turn boost their employees’ achievements. This increases productivity as evidenced by a survey of 100,000 people across various enterprises. The most influential factor to employee satisfaction is the efficiency portrayed by their managers. A supply of effective leaders quickens profitability and is a reliable method.

Successful leaders are not made in a day; it takes a lot of effort on their part to be the best that they can. Some key qualities are a necessity to bring out a sense of true leadership. An enthusiastic and highly energized leader enlivens employees. Each leader ought to develop ways of rousing high performance in their workers and lack of encouragement only achieves average jobs. When the focus is on inspiration, leaders release additional energy and effort thus shift of focus from accomplishing tasks to motivating people is needed on a soaring scale. Another important feature would be a clear sense of direction set by the leader that has the same effect on their employees. The organizational target is remindful for any steps taken towards the same to make increased sense. Any leader should draw a clear perspective between the general picture and daily endeavors so that steps taken to achieve that goal become more appealing.

A push effort for results without an inspirational pull achieves a reduction in motivation. To maintain constant progress, a balance is needed. This calls for skills from leaders to drive for results as well as stretch people to attain their top priority goals. A regular reminder of the team’s progress comparative to the goal is essential to gain high standards of excellence. Employees should be encouraged to discover more from mistakes made, review their accomplishment and appreciate what worked out fine. Leaders should be thrilled by the triumph of others and nurturing new abilities and skills amongst the workforce would help promote better performance.

On a group display, competing for recognition and resources by various teams portrays a lack of teamwork. This would eventually result to improper service to customers, lack of information sharing and stalling of work. Leaders counter this effect by promoting cooperation to promote a productive culture. Consistency, confidence in decision-making and expressing deep knowledge pertaining to any topic of interest works out dependence on leaders. Accuracy in conveying information is also highly influential in developing assurance. An awareness of employee aspirations, general concerns and individual circumstances build trust. Employee concerns should be highly looked into to create a sense of satisfaction. A balance between concern for their needs and achieving results create a deep employee value. This has a positive and strong relation in a team.

Leaders should not be timid of conflicts. A direct approach when issues and team related problems crop up solves problems quickly. Holding people accountable, addressing matters and fixing conflicts takes a lot of courage. Any boss should possess this personality trait in high degrees. Creating faith in a committed workforce is practiced through integrity and honesty on the part of their team heads. Role models out rightly become a good example. A proper illustration of cynicism would be living in 5-star hotels while encouraging employees to reduce spending. This is an improper show of fairness as leaders. An additional evaluation of these two additional questions also helps: Is there an individual lethal flaw? Any behavior that has a fatal flaw should be addressed to avoid employee discouragement. Is there any insightful strength? A lack of weakness should lead to an overall working on improving strong points. This could be systematic, one profound strength to another to build employee dedication.

References

Folkman, J. (2006). The power of feedback: 35 principles for turning feedback from others into personal and professional change. Hoboken, N.J: Wiley.