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Establishing standards of employee satisfaction is a crucial task for any professional manager. In order to provide the workers with high-quality job experience and achieve considerable levels of productivity, it is necessary to adopt certain management strategies. Scholars state that sustaining specific degrees of complacency with the work processes allows creating an efficient relationship between the management system and the hired personnel (Ramli, 2019). In this work, the primary features of professional communication between the administrator and employees will be discussed in the context of health care, additionally arguing how good managers can impact the levels of work satisfaction.
The connection between executives and their subordinates has been a topic of scientific discussion for several decades. It has been stated that employees’ contentment with their work functions and the overall professional environment positively influences their productivity, allowing the corporation to achieve better yields (Ramli, 2019). These results are especially significant for the field of health care, which depends considerably on an effective management system (Ramli, 2019). Given the importance of medical services and the specifics of workload in this sphere, a knowledgeable manager is required to implement particular administration strategies that will benefit the workers and the company.
One of the most recognized approaches to this issue is considered to be transformational leadership, which is based on the concept of empowerment. According to this theory, a successful executive should develop such individual characteristics as persuasiveness, positive perceptions, and charisma, as well as encourage decision-making (Choi et al., 2016). A transformational leader addresses the employees’ sense of responsibility and self-confidence, substantially increasing their understanding of their professional functions and instilling a positive sense of their individual identities (Choi et al., 2016). Such optimistic recognition of the workers’ roles enhances their self-esteem and work environment satisfaction, further improving performance levels attained.
Another option to be discussed is the employee-centric approach to personnel management. This technique appears to be quite beneficial when applied to high-performance workload systems (HPWS), especially health care services. Medical organizations often require their workers to achieve exceptional productivity standards and secure multiple professional goals, which might produce negative effects in certain scenarios (Kloutsiniotis & Mihail, 2017). Implementing HPWS practices can contribute to the employees’ job satisfaction and commitment, alleviating various adverse consequences. An affluent manager should consider involving their subordinates in the processes of decision-making, granting them an opportunity to present their opinions on the work procedures. Moreover, it is essential to ensure that all the employees clearly perceive their job aims and feel a certain degree of autonomy at their workplace (Kloutsiniotis & Mihail, 2017). Offering individuals the possibility to complete their tasks independently dramatically increases their performance and self-assurance, impacting overall job satisfaction and future performance (Kloutsiniotis & Mihail, 2017). Thus, it is imperative to provide sufficient resources for the personnel to individually apply their skills and abilities.
To conclude, primary strategies of sustaining a productive relationship between the manager and the employees were discussed in this paper. It is evident that any successful executive should consider utilizing specific approaches to improve their subordinates’ levels of job involvement and satisfaction, securing the positive development of the company. Transformational leadership and a high-performance workload system scheme might be highly beneficial for improving contentment at the workplace, subsequently impacting performance and efficiency rates. Correct application of these techniques can yield excellent results, namely enhanced self-perception and personal improvements.
References
Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment.Human Resources for Health, 14(1), 1–14. Web.
Kloutsiniotis, P. V., & Mihail, D. M. (2017). Linking innovative human resource practices, employee attitudes and intention to leave in healthcare services.Employee Relations, 39(1), 34–53. Web.
Ramli, A. H. (2019). compensation, job satisfaction and employee performance in health services.Business and Entrepreneurial Review, 18(2), 177–186. Web.
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