The Association Between Worker Prosperity And Authoritative Viability Essay

The role of management in organisations has been another damaging factor to the decline. Job satisfaction, whereby benefits are provided by the employers to keep the employees happy. The theory being that content employees need not be

Employees are the most important asset of an organization and organization has the responsibility to keep happy, motivated and satisfied so that their interest does not diminish in work. Moreover, when employees are kept happy and satisfied then their productivity rises as they feel that the company has given them the importance.

An employee’s morale is tied to their work, the more stressed and dissatisfied the employees are the more their work will suffer. A happy employee means more work will be done, working in a happy and safe and secure work environment will make the workers more willing to work harder.

Herzberg and his companions’ intention was to increase employees’ satisfaction at workplace in relation to work assigned to them and also to motivate employees regarding their assigned work. Job enrichment was presented by the American psychologist Frederick Herzberg in 1950s. The basic reason of this idea was to motivate employees by providing those opportunities of utilizing their abilities so that productivity and performance of the employees increase and positively impact the organizational environment and smoothing the way for achieving organizational goals. Job enrichment increases job depth, the degree to which employees can plan and control the work involved in their jobs (Eraut 2004; Kayes, Kayes et al. 2005).

There are five major components of job satisfaction, one being monetary benefits (Ghillyer 2010). According to Ghillyer (2012) an employee’s behavior towards their pay may affect their work performance. The issue that arises with employee motivation is that management is unable to satisfy all (Ghillyer 2010). This becomes an even larger problem when employees being joining unions, resigning and being frequently absent (Ghillyer 2010).

Employees are happy mentally and physically as they will not experience any form of bullying and prejudices and this helps them to perform better which promotes organisational effectiveness

The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. It would seem to be so self-evident that maximum prosperity for the employer, coupled with maximum prosperity for the employee, ought to be the two leading objects of management, that even to state this fact should be unnecessary. No one can be found who will deny that in the case of any single individual the greatest prosperity can exist only when that individual has reached his highest state of efficiency; that is, when he is turning out his largest daily output.

For many people in our working class society, a job can viewed two ways: a good experience or a bad experience. At the end of the day, the man or woman coming home from that job is either satisfied with the input and output of the day, or they are not; many times, when the outcome of the day depends upon several factors of dealing with worker morale, to include: pay, benefits, treatment by fellow employees or employers and work environment. Not everyone will have the same work experience, but more times than not, a worker’s morale will go hand-in-hand with the motivation that they have; and not all workers are motivated the same way.

In the view of Moen & Spencer (2006), wellbeing is important as it plays an essential role in creating prosperous societies. Focusing on wellbeing in the workplace can facilitate societies by aiding individuals working in offices to feel satisfied, committed and happy. The evidence reveals that people who are successful in achieving wellbeing in the workplace to a good standard are more productive, loyal and creative. They also tend to make efforts to make the customers more satisfied and retain them. In this consideration, Scott, Crompton & Lyonette (2010) stated that the organizations that realise the importance of employee satisfaction make efforts to formulate engagement strategies promoting employee wellbeing. However, engaging employees is only one aspect of wellbeing. Improving wellbeing requires a more comprehensive and rounded approach that focuses on the provision of all the factors essential to an employee. Moen & Spencer (2006) provided the idea that some of the factors that can improve employee wellbeing include: strengthening employees’ personal resources , encouraging employees’ pride in their roles within the system of organization, enabling employees to function to the best of their abilities in collaboration with others and individually, and making the overall experience of employees positive. In this context, Scott (2009) asserted that the most important factor that enhances the employee wellbeing in the workplace is a sense of

The productivity of any organization depends on the satisfaction of the employees, as happier employees also make more profit as they work faster and harder.

One of the main objectives in any organization is to have a team of employees that is able to work at their maximum best to meet the set organizational targets. For this objective to be achieved, employees of the organization should be fit enough to ensure maximum production. Organizations that appreciate that success is mainly dependent on the output of their employees place priority on the wellbeing of employees.

With the major changes and reforms occurring in the external environment as well as changes in the work demands and contractual position of employees, employee well-being has become an issue that cannot be simply swept away (Vanhala & Tuomi, 2003). According to Bakker (2015) employee well-being is one of the most popular researched area among organisational psychologist. Further Grant, Christianson & Price (2007) comment that employee well-being is a hot topic in organisational life and that organisations are seriously investing in employee well-being strategies.

The BGL Group is a developing major financial services company that has been in the industry for two decades. With their employees being the main focus of the business, the company has asked Andy Consultant to revise and review their employee well-being program called ‘My Wellbeing’. This report is written on the 1st of March 2016 and to be presented on the 7th of March 2016. A detailed study and analysis of the program, focusing on two particular psychological theories is observed in this report. The theories are the Human Relations approach theory and the motivation theory. Suggestions and improvements are also included to ameliorate the program.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

Like article highlights “In recent year, starting a business could make you rich, but that doesn’t mean you’ll be satisfied.” This appearance is notable. I have recognized some new entrepreneurs and some corporations’ successors. Obviously, they are different values and beliefs of job satisfaction than the traditional entrepreneurs. In my age, I know some successors as well than their family members who are businesspersons. They encounter the different situations that affect their satisfactions. Revenue is not a major key any more of job satisfaction.