Manager Interview Paper
Job satisfaction, Motivation and Leadership in the Workplace
As a business major, I surround by numerous success stories from internet, magazines and visiting business professionals in different lectures. They all achieve a certain kind of success although they may have totally different background, organizational culture and management style. Therefore, it is hard for me to find the common point behind their successes. When I start to learn organizational behavior, I begin to understand how their successes connect to each other with the help of various concepts and theories. In order to further understand whether managers implement the concept in ...view middle of the document...
“I really like something could horizon my vision and brings me inspirations, which cannot be acquired if I just limit my scope of work within the company”, he said.
What interests me most is the part of job he does not like. He would like to be a fair manager, rewarding and punishing his employee based on their performance, but he can’t, for many reasons. In his opinion, most traditional Chinese company does not have or even value an effective reward and punishment system. On one hand, company does not want to spend too much money on rewarding employees. On the other hand, Chinese feel embarrassing to praise their employees in public. As a result, Punishment is more common when dealing with employees’ issues, and he just does not have the courage to break the “rule” even he wants to.
Create satisfied employees
As the largest component of the company, factory workers’ satisfaction has a significant impact on company’s short-term profit and long-term development. According to Peng, the daily job of production workers is standing in front of the assemble line 8 hours excepting half hour lunch time during the weekdays, putting raw materials, processing, mixing, measuring the semi-finished product and packing the finished product depend on their work specialization. Full protecting is provided by the company to ensure worker’s safety and health. Not too many conflicts among workers or between the workers and their supervisors, and the average promotion period is 9 month. The salary level for the factory workers is among the average compared to industry salary level. Overall, It seems like the workers has a higher than average working experience as a manufactory worker. However, when I ask about if company ever conduct any survey regarding workers’ job satisfaction, the answers is never. In addition, the major reasons for worker’s quitting are unsatisfied with the salary and labor intensity.
Based on the information provided above, I believe the company are doing great in creating satisfied employees, but there are still some obstacles to meet employees’ need, especially for factory workers. According to Value-percept theory, the gap between what the workers want and what they actually have is still existed, although the promotion is frequent and workers’ relationship among coworkers and supervisors is acceptable. According the most frequent quitting reasons above, I believe the most important things for workers regarding job satisfaction are salary and work itself. As a result, dissatisfaction about the salary and labor intensity would dramatically decrease their job satisfaction. In fact, value-percept theory cannot explain certain variances that may significant affect employees’ job satisfaction, since “much of the temporal variation in job satisfaction may therefore be due to variation in mood or affect (Judge, 2004)”. Under this circumstance, Peng has no mean to directly know about bottom level employee’s mood and...