Commitment To The Company
Keywords: lloyds employee commitment, work life equilibrium employee commitment, employee dedication turnoverc
In the organisation that is being discussed a study showed that the commitment of the organisation is definitely declining, and perceived pressure to do the job long hours is increasing. In addition, many employees report a lack of organisational support and problems in balancing work and home responsibilities.
All these factors can lead to substantial absenteeism, turnover and having less interest to enhance skills and knowledge within the organisation.
A discussion will be placed forward to determine the potential factors behind these problems, what effects it has upon the organisation and advice will be suggested to address these problems.
The organisation is discovering that its employees are lacking commitment; this can be caused by insufficient job satisfaction and motivation. Employees can look and feel disconnected with the organisation as they are doing a similar thing everyday and they have no real type in how factors are done. However, an employee who has got responsibility within the organisation and will generate decisions without consulting other people can feel significant and involved within the organisation. This could be resolved by empowerment, this is often thought as „providing the means by which subordinates can exercise electricity over their doing work lives. Whereas delegation may provide the energy for a subordinate to handle specific duties, empowerment is considerably more all embracing. It implies a degree of self-regulation; the freedom to choose how to proceed and how to do it“ (Lines, 2000:87). Employees may feel that they have no real determination to the organisation because they do not have any obligations. Empowerment can transform that giving the employee the perception of experiencing power and input. This can benefit the employee and the organisation because they will feel more motivated which encourages commitment, risk acquiring and innovation (Thomas, 1990). Research has proven that empowerment has a radical effect on the way persons work, with improved job satisfaction, effectiveness, decreased turnover and increased loyalty and commitment. With this, increased determination and feeling of well being the employee would want to be more involved in the organisation by producing their abilities within and generating efficient work.
Thomas (1990) claims that if you have an absence of supervision, employees demonstrate versatility on controlling their private process accomplishment, initiation of fresh jobs and resilience to obstacles and sustaining determination when confronted with problems. These are indicators of motivated behaviour, because they are being trusted to get on with their work on their unique and make decisions.
However, there can be some problems with empowerment such as for example if there will be no real guidelines in what the employee can and cannot do. The employee must also make it work too by having the desire for increased control, having great beliefs and trust, the co-procedure of others and a willingness to take risks. Without these factors, empowerment could be a complete waste of time and resources. It has also been found that having a strict ambiance, negative interaction with or from control can negatively benefit empowerment (Siegal, 2000). These problems could be overcome by having a realistic job preview, job style, training and good communication expertise. An additional resource that can be used is focus/discussion organizations and employee surveys to learn if empowerment works well. It’s important that employees figure out the goals of senior operations plus they believe that they are able to all work together to achieve the same targets to allow them to be willing and able to take empowered actions (Siegal, 2000).
Thomas and Velthouse’s model depicted empowerment as based on four cognitions: effect, competence, meaningfulness and decision.
„Impact was the amount to which behaviour is seen as ‚making a difference‘ when it comes to accomplishing the objective of the duty. Competence was the degree to which an individual can perform task actions skilfully. Meaningfulness entails the individual’s intrinsic caring about a given task. Choice consists of causal responsibility for a people actions“ (Siegal, 2000:668). The model implies that the employee must have each of these traits to succeed at being empowered and reap the benefits of it. Effective empowerment necessitates people to make good decisions about their work, and take the appropriate actions to handle those decisions; poor communications and network devices could inhibit empowerment.
From looking at rendering staff members with empowerment, this will resolve the lack of commitment issue towards the organisation if it’s properly prepared and executed with the right training and communication. Those that thrive on being in control of their work will benefit from this technique since it gives them a meaning to likely to work every day.
Employees needing a balance between their house and work life need to seek overall flexibility from an organisation so they can cope with their other duties like children and family. This is the case in the organisation since it will not provide its employees with an sufficient work-life balance. This can be thought as „meeting demands in a single domain (e.g. work) makes it difficult to meet up demands in the various other (e.g. house)“ (Beauregard, 2006). This equilibrium is so relevant today because more women participate in the work force which means those employees with kids need their employers to be adaptable to permit them to deal with their home responsibilities. A CIPD study showed that more and more people need to juggle responsibilities at home and at work so when employees are asked about work, both concerns that emerge most frequently are long hours and strength. (cipd.co.uk)
As the amount of dual career households has increased, there is definitely more pressure put after employers to implement advantages to help employees balance do the job and family issues. Research has displayed that work-life programs enhance morale, attendance, efficiency and recruitment (Casper, 2004). Those organisations that offer work-life benefits benefit from their employees feeling as if their employers are worried about their welfare and so are supportive of their necessities. „Perceived organisational support can be defined as a worldwide impression employees hold an organisation values them and cares about their well-appearing, and is definitely postulated to create cultural exchange such that perceived support from the organisation increases organisational attachment“ (Casper, 2004:2). From this, we can check out that if an organisation presents support and benefits to its staff, they are probably to reduce absenteeism plus they feel more appreciated at work. Examples of what employers can provide include career breaks, extended maternity and paternity keep, compressed weeks, lowered hours and job share schemes. The implementation of work-life policies are regarded as a fitness of culture change (cipd.co.uk). Managers believe of the business benefits associated with adopting a work-life equilibrium as it provides an improved culture and produces better results, as the employees will be happier and under less pressure from their tasks.
There can be some downsides to versatile working from the point of view that those that choose not to take up the choice feel as though they are completing the work that others have gone so they can balance their house and work life. A feeling of disgruntlement may be felt by those still left in the office at six o’clock on a Fri night. However, this can be avoided if proper arranging and preparation is carried out before such benefits can be found.
A research study on Lloyds TSB reveals what sort of work-life balance can be achieved in practice. Lloyds TSB presented a flexible functioning scheme which enabled its employees to go over with their supervisor working schedules that could suit both the company and the worker. They created a compressed fortnight where staff could work nine days from every ten, a issue and solution booklet was handed to all employees to be sure that everything was clearly understood and then staff were pleased to support the theory. The scheme was designed so that there have been no gaps in providing an excellent service to its clients and every employee has an important purpose to enjoy (peoplemanagement.co.uk). With this sort of preparation, as demonstrated by Lloyds TSB, offering flexible working can offer employees with job satisfaction and they will feel under fewer pressure when juggling their house and work tasks. With various flexible options it attracts managers and guys to consider up the offer, not simply married women with children. This implies that there are equal emotions between individuals that there is a need for more flexible working hours to be available so a much better culture can be made up of a wholesome balance between do the job and home life.
Another problem within the organisation that is becoming apparent is the culture of working long hours. Working long hours is now more prevalent with British staff working some of the longest hours in European countries. A higher proportion of UK personnel work more therefore ten hours over and above their contracted hours. This is not an occasional effort to cope with emergencies or peak intervals, but rather a regular event (employment- studies.co.uk). National info shows that over 25 % of UK full time employees work more than 48 hours per week, which is longer compared to the Working Period Directive (WTD) weekly functioning hours limit.
The significant reasons for working such extended hours are as a result of work pressure arising from heavier workloads, increasingly demanding customers (specifically increased expectation of 24 hours a day service), better competition, fewer personnel and tighter budgets. As well, managers put pressure on the employees to work extended hours to attain their goals. Employers can implement an extended hours culture where it really is interpreted that as demonstrating commitment. Job insecurity and individuals feeling the need to prove their indispensability is also an issue for a few employees.
Working extended hours can have results on both the organisation and on the average person. In the short term working long hours, it gets the work done in time for just about any deadlines and deals with any emergencies that require to be seen to. However, in the long run, it can impact employees‘ health and well being along with effecting their satisfaction at work which reflects after their job performance.
Other impacts on the individual of working extended hours incorporate adverse impacts on human relationships, families, public lives and community activities and reduced occupations for individuals, particularly people that have caring responsibilities who could be unable or unwilling to do the job long hours.
Employers will face effects in addition to the individual for working long hours such as elevated sickness, low morale and large turnover, lower efficiency and greater health threats (employment-studies.co.uk).
A survey executed by the CIPD revealed that the
main reason for working long hours was workload. The survey also showed that more than one in four respondents reported some sort of negative effect on health, a lot more than two out of five respondents reported a poor impact on their relationships and most respondents reported unwanted effects on the job performance. An assessment from the Health and Safety Executive figured „there is some evidence that working long hours can lead to anxiety or mental ill-wellbeing“ (cipd.co.uk). From these sources, it implies that there are mainly unwanted effects that derive from working extended hours.
Companies have to break the long hours culture by recognising that it is not successful in the permanent and look at how it can impact the company. Out of this they can create a strategy to break the long functioning hours culture. Examples include, ‚go home on time‘ days to improve awareness of the issue, introduce training and development programmes to improve time operations and delegation (employment-studies.co.uk). These initiatives demonstrate that management does not expect employees to enter early and stay at work until late. This reduces the pressure put after employees and therefore will reduce their stress levels.
The report also shows absenteeism and turnover is definitely increasing, this demonstrates what is a capstone project so much pressure is being put upon the workers that they feel they can not work and end up leaving the organisation. One of the adverse influences of this is stress. Tension is a source of tension and frustration and will arise through several influences, including specific, organisational and environmental factors (Mullins, 1996). A degree of stress could be a good thing as it promotes a high level of performance; however, it is also potentially hazardous. „Stress can lead to difficulties in conversation and interpersonal relationships and have an adverse influence on morale, performance and performance at the job, and health“ (Mullins, 1996:527).
Absenteeism and turnover can be extremely difficult for any organisation as a result of the time and cost of replacing personnel and covering for them if they are off sick. Companies need to monitor these levels; otherwise, it could become too costly for them. Sickness absence can be an issue of growing concern among employers in the UK due to changing legislation, improved competitive pressures and greater knowing of the costs incurred consequently of absence (cipd.co.uk). A report suggests that between 2 and 16% of gross annual salary bills may be spent by companies absence. High absenteeism is seen mostly in careers where there is little skill involved and lack of involvement, this shows that employees will be unmotivated and dissatisfied with their task.
Employees are as well unwilling to have up opportunities on classes because they’re not committed to the organisation. This insufficient commitment shows that they don’t plan on sticking to the organisation for very long.
To reduce these complications strategies should be in spot to make employees feel valued and not under pressure to work over their contracted time. There might be issues to employee additional staff to greatly help with heavy workloads, regardless if it is just on a temporary basis. There will be fewer staff leaving the organisation, fewer being off sick and also more willingness to be on training courses to improve their skills.
The organisation must address these problems of commitment, extended hours, support and the work-life stability otherwise their problems of turnover, training and absenteeism will persist to be a problem. As already explained there are many ways that the business can resolve these concerns.
Employees feel extra motivated and have job satisfaction when they have responsibility and so are in charge of how each goes about their work; that is when empowerment becomes powerful in an organisation. It offers the employee to create decisions for themselves and think as though the are a significant person in the team. As analysis has shown this may also support with the organisations substantial absenteeism and commitment problems as employees want to come to work as they have fun with what they do.
The work-life balance is becoming more vital that you employees because they have other commitments outside of work like looking after children and elderly family members. Organisations need to offer support and offer some kind of flexible working to permit them to fulfil their responsibilities beyond work. This allows them to feel as if they are being backed by their employer in dealing with both their house and work responsibilities.
The extended hours culture has become a major problem in the UK as companies are putting pressure on their employees that results will only be performed if extra job is put in. This culture as well puts the communication across that promotion will only be achieved if extra hours are placed in at the office. This puts a whole lot of stress onto staff members as they feel as though they have to work an excess of hours to come to be recognised for doing great work. Those people who are unable to stay late or can be found in early because of other tasks feel at a drawback as they are unable to work the long hours that’s expected. This culture has to be changed by companies and applied by the managers and acting by example. Having days where staff members need to go on time is merely one way to encourage all employees to go back home. This change in lifestyle will have an effect on absenteeism and turnover as personnel will feel under much less pressure.
The absenteeism, high turnover and unwillingness to partake in training courses are all related to the lack of support from the organisation for the workers‘ welfare. Once all the above have been attended to then these factors will enhance the overall way of life within the organisation.
To summarize the organisation has to be more aware of its employees‘ needs and offer support and help where necessary. With proper study into what the staff want the organisation can keep its employees devoted and committed to the organisation and avoid creating a culture where long hours is the norm.
These changes would cause the creation of a far more loyal, committed and effective team.
theories are a means where we generate expectations about the world; frequently they are
derived from what we have felt to have happened before and so they influence
how we set about future interactions with our world. Furthermore, theory is evidently enmeshed in practice since explanation enables prediction which in turn permits control (Gill and Johnson, 2002, pp. 32-33).
The relationship of organization theory, and its subject matter is always problematic. It is because its subject matter involves knowledgeable beings who happen to be self-aware, alert to others‘ behaviour and who’ve the power of sensory perception and so are capable of feeling. Because social technology theory attempts to understand and explain all areas of human behaviour, including organizational phenomena, an integral issue is usually that those theories can result upon and change the very behaviour that constitutes the public scientist’s focus precisely because those theories will be irrevocably part and parcel of that human domain, they are created by it, they will be investigated in it, they will be disseminated in it and they can transform it!
In contrast, for natural researchers who investigate the behaviour of physical, nonsentient
phenomena, their relationship with those phenomena is not problematic in these
respects. persons evidently do own subjective capacities, plus they be capable of attempt
to purposively and self-consciously modify their behaviours in the light of knowledge
that offers been disseminated to them by social scientists dr jeffrey wigand or other people. To put it bluntly,
social science’s theoretical analyses and interpretation of human behaviour are constantly
fed back into whatever they are about, the social world.
the social community is a domain in which the
same process of theoretical analysis and interpretation also take place, albeit usually
in a less rigorous method, through the action of what we quite often refer to as common
sense. Hence, the public community can and does answer back unpredictable ways
as people make use of theory to conceptualise and clarify their experiences. Of
course, such functions might undermine, boost or in fact remain indifferent to the
explanatory electric power of the social research theory.
People can and do read social research theory and in the light of this knowledge,
change what they perform. Hence, the dual hermeneutic is a notion that has at its
heart the partnership between social research theory and the everyday practices of
human agents. So, Giddens claims, social science
must possess an inherently evaluative and normative romantic relationship to social switch and development
through its criticism of the taken-for-granted beliefs of actors that happen to be encoded into
and expressed in their everyday social practices.
As we have argued, social scientists‘ examination of actors‘ social procedures is constantly
disseminated, into what it is about. Their analyses can therefore
change their subject material if actors subsequently decide to incorporate those criticisms
within their personal understanding and practices. For example, people might begin
to use social researchers‘ analyses to comprehend their individual behaviour and that of other
people. In doing this, they might change their personal behaviours and attempt to influence
the behaviour of others specifically directions. This
issue has important outcomes for a subject such as organization theory. Not only
does organization theory try to describe and explain the institutional forms that
organizations take, it might also have the result of being a dynamic agent that participates
in changing and creating those organizational varieties through its dissemination
in, and affect upon, the social universe. This paradox is definitely illustrated by Number 1
Hence, the double hermeneutic raises two models of issues.
1. The ways that social science-derived corporation theories, through their
social dissemination, can affect: the creation, protection and development
of businesses and the routine procedures of their participants; the type of that
membership; the relations between those users (e.g., the many types of
managers and their hierarchical relations with different types of subordinates).
2. The ways in which organizational customers deploy theory from several sources in
understanding and almost developing, preserving and changing their corporations;
the ways in which these everyday social processes and practices exert
influence upon the development of public scientists‘ theories about organizations.
Undoubtedly, it really is difficult to separate these two sets of issues due to the reciprocal
relationship between social technology theory and the sociable practice processes
those theories are about, as illustrated in Physique 1. On the other hand, for our purpose
here, both issues raise significant queries about how exactly organization theory
is produced and how it really is communicated to, disseminated to and used by various
organizational audiences. Moreover, it also raises questions about how exactly what is going
on in organizations is made available to group theorists and for wider public
Figure 1:The Double hermeneutic
McAuley.J-Duberley.J & Johnson.P , Organizational Theory, (2007), Pearson Education Small, P, 19.