Take A Closer Look At What Workers Need Most

Companies have a lot to do with fulfilling the dreams of their employees. They must provide the possibility for needs satisfaction and offer employees the opportunity to seize that possibility. Since work is an important part of life, many needs can and should be fulfilled through the workplace.

The most basic need an employer must satisfy is a level of purchasing power commensurate with the task performed. Wages or salaries are the most common form of compensation.

The environment in which an employee works bears a great impact on productivity and happiness. Work settings must be safe, comfortable and stimulating.

Emotional and psychological needs must also be satisfied. Most people need a sense of order and belongingness. Most employees also have a strong need to feel that they belong - that they are part of a team. They must also feel a sense of security - a sense that the company cares about their jobs.

Other needs are: fun, which could be woven systematically into everyday functions, pride of accomplishment, recognition, and peer respect.

As simpler personal needs are satisfied, one becomes aware of complex needs. One of the most effective ways to address complex individual needs is to give people the opportunity to meet a challenge successfully and then to reward them accordingly.

Giving responsibility to employees and making them accountable is important. One effective way is by using deadlines, which creates urgency to make people responsible and accountable, thus increasing productivity.

Employee also need to learn and to grow. It is going to become important to have well-educated employees. In the long run, a company benefits from providing education and training for its people.

Once all the other needs are satisfied, many employees need an internal rationale for doing what they are doing; they need a cause or purpose. The easiest way to provide this is to encourage the individual to accept and support the goal of the company.

Forgivable Mistakes Can Be Building Blocks For Success

Delegating is good; it is necessary. There is so much a manager can do and there is so much to do.

Why then, do we not see more delegation?

Three reasons account for the apparent lack of delegation by Asian managers. These are: the cultural anthropology of Asia, the difficulties in assuring delegation and the way we deal with mistakes.

The Asian Way

The Asian culture takes the view of a leader who thinks, conceptualizes and gives orders to his subordinates who must execute their duties as bidden. Often, real delegation will happen only by accident, not by design.

The folklore of Asia is full of values derived from its feudal past. Many folk sayings have been adopted into current wisdom with “leader” or “government official” replacing “king” or “minister”. While traditions have provided great stabilizing influences, they also produce strains in day-to-day organizational life.

Effective Delegation

Four steps must be undertaken to ensure effective delegation. These are:

• Each team member must know and understand the team's mission and the role he needs to play.

• Each member must be able to act on his own initiative. To do this, he must have the required competence.

• Members must make the right choices. To do this they need accurate, valid and current information - not just the local area information which they are in the best position to get - but also the over-all picture within which they must act.

• It is very important that people know they are trusted; that they will not be punished unfairly for honest mistakes that are a normal part of organizational life in particular, and human life in general.

The Fear Of Failure

The uncertainty, and the perceived high organizational and professional career costs of failure contributes to a situation where subordinates pass on an increasing number of decisions, complicating the lives of their managers.

Because of the pressure to succeed, there is a great fear of failure. Failures are often seen as make-or-break situations – not a mindset conducive to delegating and nurturing any employee’s professional growth and development.

Forgivable mistakes

If we want the delegation process to work, we will have to learn to live creatively with the reality of mi take being made.

Mistakes are forgivable when:

• They are made in pursuit of the mission;

• They are made while the person is acting within the scope of his authority;

• They are not part of a pattern;

• The person and the team can learn from them.

It is said that people learn a lot more from mistakes than they do from successes. When we succeed, we feel euphoric and are sometimes less than thorough in analyzing the reasons for our success. But when we fail, our resolve not to feel humiliation again causes us to go through our analysis carefully.

If we learn to have greater faith in ourselves and in people, the act of delegating will not only be easier, it will be done with greater confidence with better results for us, our people and our organizations.

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