Employers Through Increased Job Performance Essay

Question:

Discuss About The Employers Through Increased Job Performance?

Answer:

Introducation

The book talks about the management principles of business. The authors, Burrow, Kleindl and Everard wrote the book in the year 2017 but the book has been reviewed by many other writers in the consecutive years.

The seven units’ majors on different principles that are around the Human Resource. According to Burrow (2007), there are some principles that governs the managers in the work place. These principles are; Client’s service, the excellence of operation, integrity, fairness and responsibility, winning and culture. The design presented by (Burrow, Kleindl and Everard, 2007, p.639), shows that the employee can only enjoy the salaries, promotions and transfers to different tasks and all are aimed for increasing job performance but not benefiting the worker. Generally, the performances that the management team do in the name of meeting t6he management principles are geared towards meeting higher performances.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2013. Gaining a competitive advantage. Irwin: McGraw

According to (Noe et al., 2013), employees in the organization always compete to survive. There are a lot of challenges that people meet in working environment. The new recruits in the organization are challenged by the experts who have been in the field for long. The management team wants you to perform so as the organization can grow.

It portrays the evidence of how the benefits are limited to the workers. The worker must compete for their advantage or else, one is considered as a non-performer. The competition is on the basis of production rate, workload assigned over time and the efficiency of the worker. Holding higher levels of performance guarantee a worker good reputation and a competitive advantage.

Bessen, J., 2014. Employers Aren’t Just Whining–the ‘Skills gap’ is Real. Harvard Business Review, 25.

According to Bessen (2014), employee and employers exists in a different world. Peter Cappelli and Paul Krugman (2014) attests the claims laid in this journal that employers feel like they are whining the employee when they don’t see higher levels of performances in the organization. The gap of the skills that the employee claims to exist between the expected skill levels and the actual skill levels is unsatisfactory. However, it has been criticized by Paul Krugman that it is a “Zombie idea.” As he gives proofa that it is farfetched and skills cannot be measured and evaluated when somebody has not been given an opportunity to work.

This makes the employee a minor factor when production and performance through technical skills is looked at. Job designs are therefore made to benefit the employers and not employees.


Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), pp.339-349.

According to this journal, Fu and Deshpande (2014), examines the relationship among the caring climate, job satisfaction, commitments and job performance. Caring climate is seen to boost satisfaction and job performance. These two elements, that is, job satisfaction and performance are aimed at the benefits of the employers in increasing the performance of the employee. At this stage, the employee is passive in enjoying the benefits of the organization.

Lee, J.J. and Ok, C.M., 2014. Understanding hotel employees’ service sabotage: Emotional labor perspective based on conservation of resources theory. International Journal of Hospitality Management, 36, pp.176-187.

According to Lee and Ok (2014), an employee suffers Stress which occurs when there is a loss of resources, or sometimes when there is a threat of loss. According to the conservation resource theory, an employee is always under stress in the working environment. The emotions of the employee are in many cases under stress because failure to deliver would make him/her loose the job.

The sense of job insecurity on the basis of performance is an evidence of the fact that, an employer is always the benefactor in the company or the organization. The management principles of service to the clients and management of the human resource may be well looked at and appreciated, however, the appreciation can only match the benefits to the employee.

References

Burrow, J.L., Kleindl, B. and Everard, K.E., 2007. Business principles and management. Cengage Learning.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2013. Gaining a competitive advantage. Irwin: McGraw-Hill.

Bessen, J., 2014. Employers Aren’t Just Whining–the ‘Skills gap’ is Real. Harvard Business Review, 25.

Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), pp.339-349.

Lee, J.J. and Ok, C.M., 2014. Understanding hotel employees’ service sabotage: Emotional labor perspective based on conservation of resources theory. International Journal of Hospitality Management, 36, pp.176-187.

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