The Growth in the Number of Necessary Employee-Related Tasks Over the Past Four to Five Decades, Research Paper Example

The primary reason for the growth in the number of necessary employee-related tasks over the past four to five decades is the structure of employee training. In a real life example, a 1991 National Law Journal survey showed that women constituted 37% of the associates at the 250 largest U.S. firms but only 11% of the partners. The lower status of most women workers leads them to recognize their own position in the workplace as marginal or unwarrantable, making them especially reluctant to take employment-related risks (Beauchamp, et .al, 2004). Most of the employee-related tasks are defined in terms of job descriptions, and job responsibilities, and reporting supervisors, and departmental leaders. Jennifer M. George and Gareth R. Jones (2005) tested the job-relatedness theories, particularly the Hertzberg’s motivator-hygiene theory, the job facets on job satisfaction proposed two sets of requirements: motivator needs and hygiene needs. This notion affects employees to build their knowledge bases of understanding the organization’s culture, mission, vision and the attitude of the organization before the employees learned to be satisfied with their employment. However, it is not always the case, because employees have extrinsic and intrinsic values to maintain their short- and long-term goals, in terms of bias, compared to the organization’s aim to maintain financial health in the most economic feasible way. For example, in general, employees participated in a mandated in-service training provided by the organization periodically— to update the trends of internal/external economic factors which may affect their work productivity and the overall of organization’s health. In turn, an incentive for employees is to earn a bonus pay per number of units produced against the number of defected end-products in a manufacturing industry. Whereas, the learning organization provides no bonus pay incentives as they do not see the value of monetary compensation as a benefit for both organization and employees. The learning organization (with restricted allocation) preferred to promote employees to compete against another employee to have a leadership title in exchange for the expenditure on employee professional development training. The nature of employee-related risks of job satisfaction and organization’s outcomes are not only extended to which the reasons for the employees to perceive their intrinsic and extrinsic values as a benefit to the work productivity and organization’s overall health to their job satisfaction.

References:

Beauchamp, T. & Bowie, N. (2004) Ethical Theory and Business, 7^th ed. Upper Saddle River, NJ; Pearson Prentice Hall

George, J. & Jones, G. (2005) The Steady-State Theory of Job Satisfaction: Understanding and Managing Organizational Behavior, 4^th ed. Upper Saddle River, NJ; Pearson Prentice Hall