Farrukh Esanov MBA
Management Development Institute of Singapore in Tashkent
Train future leaders
Training the future leaders is highly important for every organization. Knowledge of the top management should be transferred to the new generation of leaders in order to delegate responsibilities. Promotion offered to the best performing employees will motivate others and will increase their work commitment. According to several researches non-cash promotions are more effective than monetary gifts or bonuses (Solomon & Sridevi, 2010).
Young leaders and managers will interact with employees and monitor their performance as well. They will use storytelling to impress and motivate employees for increase their productivity and usefulness.
In order to optimize the performance development, monitoring and controlling process, the manager has to introduce coach and coachee relationship to the organizational culture. Each coach will have several coachees, meantime the coach himself will be a coachee for an above manager, and so forth until the head manager.
Coach will transfer his/her knowledge to coachees, explain the mission and goals of the organization, assist to identify key performance development objectives, assess the process of performance development by providing regular feedbacks. This strategy will increase the organizational performance.
Performance review and rewarding
Management is an art of getting things done, however, management will not stop when the job is finished. Instead, the manager has to organize performance review meeting in order to assess the result of “things done”. Coaches describe the performance objectives of employees (coachees) planned to meet, and provide the actual results. The management reviews each employee based on the initial planned performance objective and actual performance results. Rewarding should be performed fairly, since employees will compare themselves to other employees after being rewarded.
According to the UK state advisory agency on issues related with employees’ rights (ACAS Team, n.d.), there is a high positive correlation between employees’ performance and wellbeing at the workplace. There are number of researches being made to learn this relationship, and most of them analyze social and self-esteem needs of employees and compare them with performance indexes.
It can be seen that job satisfaction is the central factor indicating the employee’s wellbeing. There are lines of factors affecting employee’s job satisfaction, but if to see the bigger picture, and then it becomes clear that the work-life balance is the key factor affecting employee’s satisfaction from his job.
Employees’ wellbeing increased
According to the operational research carried out by Bryson et.al. (2014), employees’ wellbeing tend to be higher, when:
- there is a certain level of workplace autonomy (for example, making decision independently) – as it was mentioned above, providing employees with workplace independence to some extent will increase their motivation;
- there is clear and complete job description - the manager has to state clearly company’s missions and goals, and explain what is the role of each employee in a way of obtaining those goals;
- timely feedbacks from coaches and managers;
- positive social life at the workplace (i.e. friendly interpersonal relationship with peers and other support staff and managers) – organizing special team building contests will have positive effect on social life of employees;
- high rate of job security;
- significance for the organization both as an employee and as a member of organizational society;
- Fair, performance based payment etc.
The manager has to monitor the performance of employees, and control middle and line managers to provide timely feedbacks to employees, to increase employees’ perception of significance and continuous supportive supervision (Bryson, et al., 2014).
ACAS Team, n.d. Wellbeing and workplace performance. [Online] Available at: http://www.acas.org.uk/index.aspx?articleid=5031 [Accessed 23 May 2016].
BPP Learning Media, 2010. PAPER P5 ADVANCED PERFORMANCE MANAGEMENT. 4 ed. London: BPP Learning Media Ltd.
Bryson, A., Forth, J. & Stokes, L., 2014. DOES WORKER WELLBEING AFFECT WORKPLACE PERFORMANCE?, London: Business Innovation & Skills.
Follett, M. P., 2016. Defining Management. [Accessed 24 May 2016].
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Solomon, M. & Sridevi, S., 2010. Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12), pp. 89-96.