In order to motivate employees in this way, it is necessary for each individual to understand the organizational goals and to care sufficiently about these. Employees therefore have to find meaning in their work. This can best be done by communication.
It is one fortunate feature of the current technological world that communication can occur both regularly and instantly. Instead of having to print out thousands of circulars, managers can write a single email and send it to thousands of employees simultaneously with a single click. This greatly facilitates the communication paradigm between management and employees, or indeed between the HR department and employees.
Various forms of communication are possible - an electronic notice board can for example contain important documentation such as terms of service, procedures for leave taking, and also the company's mission and goal can be displayed for all employees on their desktops. Email can then be used for important notifications or newsletters, and the company Web site is a further possible outlet for company information. In the current business world, no employee can really claim that they know nothing about their company or its management; such information is only as far a computer screen.
The HR department in business also frequently simplifies and eliminates administration by means of automation and outsourcing. This then provides a strong platform from which the business can direct its energy towards its own strategic initiatives. Cuddihey indicates that the workforce is not only instrumental, but also vital to achieving these initiatives. As such, recruiting and retention programs are of vital importance, as these provide the workforce with the motivation to remain with the company and deliver their best.
In this, Cuddihey notes that HR processes need to be aligned with the business objectives of the company in order to demonstrate to the workforce their necessity in the company. Cuddihey goes further in examining the reasons why employees would remain with a company rather than retiring or seeking employment elsewhere.
The business world has not only changed in terms of financial and market structures, but also in terms of employee expectations. Employees now use more than monetary compensation to make their choices for a workplace. Factors such as a stimulating, rewarding work environment and flexible work hours tend to be high on the priority list when making such choices. Many employees already have families when entering the workforce, and will expect to be accommodated regarding their family demands. The social structure has also changed such that family men are no longer appreciated in his absence from the home. Instead, with both parents working, it is expected that both spend as much quality time as they can at their homes. At the same time, employees expect to enjoy their work on a level that is deeper than only monthly compensations.
Employers need to keep in mind that employees are human beings, and expect to be treated as such. Once again, an open communication policy is best in this regard. In addition to family and workplace requirements, employees also generally require the opportunity to engage in continuous learning. Cuddihey sites research indicating that young recruits consider such opportunities a top priority when choosing their future workplace.
Significantly, the author notes that most executives believe that their companies incorporated a lack of critical workforce skills, a lack of understanding the business and organization strategy, and a lack of connection of employee functions with the overall strategic priorities of the company. This needs to be remedied by means of targeted education programs towards both greater employee satisfaction, and better performance within the structure of the company as whole. Current business paradigms recognize the workforce as more than a collection of automatons to perform a simple function towards the success of the company. Instead, the workforce is also an intellectual asset that can contribute significantly to the overall growth of the company when provided with the opportunity to do so.
Cuddihey cites research indicating that employees also feel a need to understand and feel that they are a part of the organization as a whole in addition to being an individual performing a specific function. In the current workforce, employees also wish to know how they contribute to the success of the company as a whole. In this way, their work would carry greater meaning in terms of the collective, and also be more satisfying on the individual level.
In addition, retention strategies should also focus on recognition. This can manifest itself in a variety of ways. Employees can for example be rewarded by positive...
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According to the authors, this can be done if employees are given a sense of importance in the organizations. Knowledge workers are already short in supplies and most competing rivals also compete to get the best human resource in terms of knowledge workers. It is therefore essential for any organization to retain this highly skilled part of their workforce and in order to do that organizations must eliminate the
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