Employers, Employees, workforces
Over the years, corporate leaders have embraced change in their operations approach to generate the strategic fit with the dynamic environment. This is in a bid to accomplish their corporate goals of maximizing shareholder wealth while minimizing the cost incurred. While all profit-oriented organizations strive to generate more returns relative to the risk exposure, the fundamental reason they exist is to assist other individuals fill and satisfy their needs. This implies that they engage their workforces to improve lives of other individuals, somewhere. Therefore, organizations should begin with their employees and move outwards to satisfy others.
While most consider offering hefty remuneration and bonus packages to employees in exchange of their productivity and commitment is ideal, organizations better apply other tools quickly, as money is not enough to have the job done. Managers that invest in the human capital of their organizations do so because they believe their investment is a means to greater productivity and profitability as well as a means of fulfilling their social responsibilities (Stead, 2009, p. 146). Concerning the vital role of employees in pursuit of corporate objectives, concern for their
happiness and wellbeing beyond their pay should form the foundation for higher productivity and optimized workplaces.
[...] Committing resources to generate a happier workforce foster employee commitment to the organization, thus a higher retention. This implies that happy employees have a less likelihood of quitting their jobs and head elsewhere, as they develop social bonds between them and their colleagues. Loyal employees suppress their short-term demands for the long-term benefit of the organization, thus stay with their organizations longer, reducing the cost of turnover and its negative effect on service quality (Keiningham, Aksoy, & Williams p. 71). [...]
[...] How to Have the Best Employees (Collection). FT Press. Solis, B. (2012). The End of Business as Usual : Rewire the Way You Work to Succeed in the Consumer Revolution. Hoboken: Wiley. Stead, J. G. (2009). Management for a Small Planet. M.E. Sharpe. [...]
[...] (2013, September 25). Making Awesome People Happy at Work and Stopping them from Quitting. Retrieved December from http://thenextweb.com/entrepreneur/2013/09/08/making-awesome-people-happy-atwork-and-stopping-them-from-quitting/#!qP8m3 Keiningham, T. L., Aksoy, L., & Williams, L. (2009). Why Loyalty Matters : the Groundbreaking Approach to Rediscovering Happiness, Meaning, and Lasting Fulfillment in Your Life and Work. Dallas: BenBella Books. Lesonsky, R. (2013, March 26). Why It's Important to Keep Employees Happy. Retrieved December from https://www.openforum.com/articles/important-keepemployees-happy/ Lieberman, M. (2013, October 31). [...]
[...] Ulrich, D., Ulrich, W., & Goldsmith, M. (2010). The Why of Work: How Great Leaders Build Abundant Organizations That Win. McGraw Hill Professional. Warr, P. (2007). Work, Happiness, and Unhappiness. Psychology Press. [...]
[...] Therefore, organizations should begin with their employees and move outwards to satisfy others. While most consider offering hefty remuneration and bonus packages to employees in exchange of their productivity and commitment is ideal, organizations better apply other tools quickly, as money is not enough to have the job done. Managers that invest in the human capital of their organizations do so because they believe their investment is a means to greater productivity and profitability as well as a means of fulfilling their social responsibilities (Stead p. [...]
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