2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43
The main asset of a service-oriented company is human resources. It is the employees who dictate the specifics of the process of providing services to the clients by the organization. However, the "living resource", constituting an animated part of the company's assets, has an important feature - the desire or unwillingness to use their professional potential for the benefit of the enterprise.
Economic relations imply a rational approach aimed at achieving the greatest result at the lowest cost. This problem is solved by specialists in various areas: strategic and operational management, financial and economic planning and monitoring. But all attempts to assess the human potential and professional investment of an individual employee in the total profit obtained are reduced to a formal quantitative calculation of hours worked, calls made or submitted papers, and the internal, qualitative, process remains "behind the scenes." The negative relationship between the results of such an approach and job satisfaction can lead to personnel risks, especially in relation to high professionals, the so-called "goldfish". It should be remembered that mutual satisfaction occurs when the goals of the company and the professionals coincide, which in practice, unfortunately, happens only partially. Let's give a typical example.
"Goldfish", in the organizational and staffing optimizations carried out everywhere, of course retained their jobs, but the emphasis on the content of their activities has shifted due to unfilled vacancies. Thus, in addition to formalized job descriptions, real-life responsibilities were added that require less competence, but more time and practical manipulations. The significant difference between "should" and "can" is usually ignored by managers even in relation to a professional asset, fixing only the shortcomings of performance. As a result, a unipolar connection of the "manager-subordinate" relationship is formed and the rules of the game are set for the entire team, where subordinates lose valuable and highly professional skills, the enterprise balances between formalization and optimization, the manager suffocates in restructuring and overorganization. Everyone loses, and the consequence of further neglect of the situation is the actual death of the organization.
The first signal that something is going wrong in the company is a situation when valuable employees are on the verge of being fired, and the mediocre ones are not going to leave, but on the contrary, what is called "starting to pull the blanket over themselves," suddenly breaking out into more leading positions.
In general, among employees there is no satisfaction from the results obtained, no legitimate pride in real achievements. Many, feeling that they are hostages of the current economic situation, lose their professional value orientation.
Subsequently, the usual rewards and punishments, material and moral incentives no longer have the proper impact, introducing additional tension in the relations between employees and the administration of the organization, in the interpersonal relations of colleagues within the units.
The first assistant to the manager in the circumstances described above is personnel monitoring, designed to track changes occurring in the team in order to algorithmize the work activity of each specialist and increase the responsibility of employees for the general psychological mood.
To determine the algorithm of work activity, the "Photo of the working day" questionnaire is used, in which, in an arbitrary form, each specialist prescribes the execution of work operations by the hour, additionally indicating what tasks and who sets him for execution, assesses the working conditions, the main incentives used by the management, etc. …
For each job position, the questionnaire is analyzed according to such factors as:
- the level of involvement in the general activities of the organization (the degree of participation in decision-making and consulting on problems solved by the organization, etc.);
- the complexity of the requirements for the execution of tasks and the time resources allocated for their execution;
- compliance of education and professional experience, capabilities and abilities of the employee with the expectations of the administration;
- the level of clarity and clarity of instructions governing the priorities of professional implementation;
- the subordination of goals and objectives in activities received from different leaders;
- the level of workload, lack / overabundance of information, the presence / absence of work overloads and the opportunity for sufficient rest;
- factors of the working environment (organization of the workplace, noise and temperature conditions, room ventilation, etc.).
The "Photo of a working day" questionnaire tracks external factors in the organization of professional activity, allows you to draw up an algorithm of work operations for each job position and personally imagine the level of workload of an individual employee.
An assessment questionnaire is used to analyze the internal factors of job satisfaction.
Questionnaire Instruction: we offer to answer the questions concerning your work in the organization by choosing one of the suggested answers. Thanks in advance for your candor.
Key:
Question number "YES" "NO"
1 4 11
2 3 7
3 11 3
4 8 4
5 18 7
6 18 3
7 11 18
8 7 10
9 3 18
10 4 9
11 10 7
The prevalence of answers "YES" indicates a sufficient (for effective and long-term activity in the organization) degree of job satisfaction.
An equal number of points shows that a person is experiencing certain professional difficulties that slightly reduce the degree of job satisfaction in the organization and, accordingly, the results of work.
The prevalence of answers "NO" is a clear sign that the employee is looking for another job, it is necessary to assess its importance for the organization in order to either change the situation, or make a final decision and say goodbye to him.
Comparison of external and internal factors helps to identify losers, dissatisfied, hard workers, etc., to assess the involvement and dedication of individual employees in general processes and to make reasonable organizational and staff decisions.
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