Usually employers often wonder why their staff get
de-motivated and develop negative attitudes. Moreover, employers also wonder
why they do not change their mindsets in tandem with the changes in the
business environment especially when they have stability in their jobs and
enjoy the benefits provided by the company. Other than that, employers get
frustrated particularly when the company takes good care of their employees and
the staff does not show any loyalty or responsibility in what they do.
On the other hand, the employees have a different story to
tell. They say that they come into an organization will all the desire to do
their best. Then they get bosses from hell who do not have a life and do not expect
their subordinates to have one either.
How do we create
positive mindset? Between the leaders of the team and the subordinates,
there must be a happy medium. How do we get them motivated and gung-ho about the
routine of daily jobs? There should be two way commitment and communication
between the employers and employees. There is a list of factors that experts
believe will keep good staff highly motivated and willing to change the times. The
environment is a crucial factor for any employee. Do not underestimate the
physical space of anyone at work.
Nest, it is the question of the work content. What tasks do
they have to do? Often it is “dead-end” jobs that frustrate. Day in and day
out, the routine kills. Why do you think so many organizations encourage two to
three years job-rotation so that no one gets bored and everyone has a new
learning curve?
As we know, most employees want to grow in their jobs they
need to feel good and some career path should be planned. There are
organizations that expect employees in lower level jobs to remain in the same
position for decades.
Your pay package and rewards are often looked at as a means
of motivation. If the remuneration package is wrong, then whatever you do will
have no impact on staff motivation. If you get it right, then it becomes part
of the other factors that affect people’s mindsets to work. Don’t for a moment
believe that the remuneration is the only motivating force that gets people to
be gung-ho about work. Most employees do talk of other frustrations like the
dignity of self, the way are treated and
the goals set for them to grow.
Other than that, the work culture plays a very strong role
in determining the attitudes and mindsets of employees. Look at the “habits” around the office – the way
you do business, the values you practice, the way people communicate with each
other and the control management has over the staff. Lastly, relationship
between the manager and staff is the most important factor determining the positive
or negative mindset of employees. Anyone will tell they will stay even if their
job is boring is because they love the boss. If you work in a place that
reflects all or most of these statements, you are truly blessed.
In the United States, the standard employment relationship is considered to be at-will, meaning that the employer and employee are both free to terminate the employment at any time and for any cause, or for no cause at all. However, if a termination of employment by the employer is deemed unjust by the employee, there can be legal recourse to challenge such a termination. Unjust termination may include termination due to discrimination because of an individual's race, national origin, sex or gender, pregnancy, age, physical or mental disability, religion, or military status. Additional protections apply in some states, for instance in California unjust termination reasons include marital status, ancestry, sexual orientation or medical condition. Despite whatever agreement an employer makes with an employee for the employee's wages, an employee is entitled to certain minimum wages set by the federal government. The states may set their own minimum wage that is higher than the federal government's to ensure a higher standard of living or living wagefor their residents. Under the Equal Pay Act of 1963 an employer may not give different wages based on sex alone.
Wage labor is the socioeconomic relationship between a worker and an employer, where the worker sells their labor under a formal or informal employment contract. These transactions usually occur in a labor market where wages are market determined.In exchange for the wages paid, the work product generally becomes the undifferentiated property of the employer, except for special cases such as the vesting of intellectual property patents in the United States where patent rights are usually vested in the original personal inventor. A wage laborer is a person whose primary means of income is from the selling of his or her labor in this way.
In modern mixed economies such as that of the OECD countries, it is currently the dominant form of work arrangement. Although most work occurs following this structure, the wage work arrangements of CEOs, professional employees, and professional contract workers are sometimes conflated with class assignments, so that "wage labor" is considered to apply only to unskilled, semi-skilled or manual labor.
Employees are often contrasted with independent contractors, especially when there is dispute as to the worker's entitlement to have matching taxes paid, workers compensation, and unemployment insurance benefits. However, in September 2009, the court case ofBrown v. J. Kaz, Inc. ruled that independent contractors are regarded as employees for the purpose of discrimination laws if they work for the employer on a regular basis, and said employer directs the time, place, and manner of employment.
In non-union work environments, in the United States, unjust termination complaints can be brought to the United States Department of Labor.
Employment is no guarantee of escaping poverty, the International Labour Organisation(ILO) estimates that as many as 40% of workers as poor, not earning enough to keep their families above the $2 a day poverty line. For instance, in India most of the chronically poor are wage earners in formal employment, because their jobs are insecure and low paid and offer no chance to accumulate wealth to avoid risks. This problems appears to be caused by the decreasing likelihood of a simultaneous growth in employment opportunities and in labor productivity. According to the UNRISD, increasing labor productivity appears to have a negative impact on job creation: in the 1960s, a 1% increase in output per worker was associated with a reduction in employment growth of 0.07%, by the first decade of this century the same productivity increase implies reduced employment growth by 0.54%. Both increased employment opportunities and increased labor productivity (as long as it also translates into higher wages) are needed to tackle poverty. Increases in employment without increases in productivity leads to a rise in the number of "working poor", which is why some experts are now promoting the creation of "quality" and not "quantity" in labor market policies. This approach does highlight how higher productivity has helped reduce poverty in East Asia, but the negative impact is beginning to show. In Vietnam, for example, employment growth has slowed while productivity growth has continued. Furthermore, productivity increases do not always lead to increased wages, as can be seen in the United States, where the gap between productivity and wages has been rising since the 1980s.
Researchers at the Overseas Development Institute argue that there are differences across economic sectors in creating employment that reduces poverty. 24 instances of growth were examined, in which 18 reduced poverty. This study showed that other sectors were just as important in reducing unemployment, as manufacturing. The services sector is most effective at translating productivity growth into employment growth. Agriculture provides a safety net for jobs and economic buffer when other sectors are struggling.
Published on May 3, 2013
Richard Bilton examines the social barriers that have contributed to the UK
being more unequal than at any other time in history.
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