Job satisfaction: it's the little things that count
Article Abstract:
Many managers do not realize that employee performance and morale can be adversely affected by seemingly minor problems such as frequently-broken duplicating machines, absence of important office supplies, or poor maintenance of company property. Management inattention to such 'little things' translates to employees as a demonstration of managerial incompetence. Employees respond to such irritation in three stages: acceptance, tolerance, and rejection. Job satisfaction declines significantly through each stage, and can result in employee withdrawal or resignation. Employee job satisfaction levels can be improved by first determining present job satisfaction levels and then developing a strategy for improvement. Techniques for improvement depend on whether employees are in the acceptance, tolerance, or rejection stages.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1988
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Guidelines for managing in service businesses
Article Abstract:
Service industry employees (personnel in the banking, insurance, real estate, health care, accounting and law industries) often are unable to define service quality, according to a survey of 307 service firms in southern Florida. Firms with excellent reputations for providing quality service are usually characterized by: a firm-wide commitment to quality, integrated approaches to achieving quality, customer-driven operating procedures and strategies, happy staff members who encourage customers to be happy with the service received, and an emphasis on providing excellent service to every customer. Each of these aspects of ensuring quality service is discussed in detail, and service industry participants are warned that no single program can guaranty quality.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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Leadership by example: 'Do as I do'
Article Abstract:
Leaders can influence the behavior of their followers by: originating new behavioral patterns, changing the frequency of existent behavioral actions, and cuing the desired behavior by setting an example. Cues to followers as to how to act can take the form of verbal instruction or exemplary acts. Leading by exemplary action reinforces: policy adherence, or the ability to follow directions, diligent work performance, mental and physical well being, positive attitudes toward the organization, personal appearance, and interpersonal communication skills.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1986
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