12 December 2019

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Boosting Competitiveness Among Employees

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Any organisation that aims at achieving its goals needs the main inputs as (i) financial resources – such as money and credit, (ii) physical resource – such as building and equipment and (iii) people.  For a long period, the significance of the third factor i.e. ‘people at work’ was not at all looked into seriously by the top level management because it had taken their human resource for granted.

Organisations are composed of people and they represent one of the most valuable assets of the organisation.  Since an organisation claims to own capital and physical assets but not its people, this resource is seldom given proper attention.  The supply of human resource must be sufficient to ensure a healthy operation of any organisation whether it is a government agency business or profession. 

The people of an organisation represent one of its largest investments.  Employees play a crucial role in the development process of the present economy.  It is often felt that though the exploitation of natural resources, availability of physical and financial resources and international aid play prominent roles in the growth of modern economies, none of the these factors is more significant than efficient and committed manpower. 

Boosting competitiveness among employees:

Boosting competitiveness or motivation is the set of forces that cause people to behave in certain ways.  It is the willingness to exert high levels of effort toward organisational goals, conditioned by the efforts and ability to satisfy some individual needs.  The effort element is a measure of intensity. But high levels of effort are unlikely to lead to favorable job performance outcomes unless the effort is channeled in a direction that benefits the organisation.   Therefore, we must consider the quality of effort as well as its intensity.

Need for achievement refers to the drive to excel, to achieve in relation to a set of standards, to strive to succeed.  Need for power is to make others behave in a way they would not have behaved otherwise.  Need for affiliation is the desire for friendly and close interpersonal relationships.

Some people have a compelling drive to succeed.  They are striving for personal achievement rather than the rewards of success per se.  They have a desire to do something better or more efficiently than it has been done before.  This drive is the achievement need. 

The need for power is the desire to have impact, to be influential and to control others.  Individuals with a high need to achieve prefer job situations with personal responsibility, feedback and an intermediate degree of risk.  When these characteristics are prevalent, high achievers will be strongly motivated.  High achievers are successful in entrepreneurial activities, such as running their own businesses and managing a self contained unit within a large organization. 

Reinforcement conditions behavior:  Behavior is seen as being environmentally caused.  One needs not to be concerned with internal cognitive events; what control behavior is reinforces – any consequence that, when immediately following a response, increases the probability that the behavior will be repeated.  The behaviors one engages in at work and the amount of effort one allocates to each task is affected by the consequences that follow from one’s behavior.  If one is consistently reprimanded for out producing one’s colleagues, he is likely to reduce his productivity. 

Reward systems, benefits and compliance such as, direct and indirect compensation, merit pay, health care, profit sharing, vacation leave, pensions, and parental leave programs are taken into consideration for boosting employee morale.  This is also concerned with managing employee relations, labor law and compliance, negotiation and collective bargaining and conditions of employment etc.

Ongoing Relationship:  For a moment, think about all the people, with whom you maintain personal relationships.  To some, you are a confidant, neighbor and to others you are a child, parent, grandparent, and grandchild.  Perhaps, you are also a significant spouse or life partner.  Consider now, all the ways in which you sustain these relationships.  You may have some general rules when it comes to the important people in your life; you may always send cards for birthdays, for instance. 

But you also must be prepared to relate differently to others depending upon the role you fill in their lives and changes that occur over time.

Now, let’s look into the ‘Employee Relationship’.  He is related to an entity, not a person which presents some obvious differences.  However, we still maintain and calling this association, a relationship.  As with your personal relationships, organisations should have similar mechanisms, to deal with each individual employee personally and common to all the employees.  For instance, an employee whose service is 5 years get two weeks of paid vacation whereas, the other employee who is in the service for 15 years can avail three weeks of paid leaves.   Hence, every organsation has to establish its own procedures, systems, practices and contingencies.

Flexible benefits allow employees to pick and choose from among a menu of benefit option.  The idea is to allow each employee to choose a benefit package that is individually tailored to his or her own needs and situation.


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