Factors Of The Employees' Poor Output In The Organization - Research Paper Example

Staffing Staffing Introduction Staffing entails acquiring enough human resource in order to increase the output of an organizationor a company. Human resource department hires executives, managers, senior employees, and junior employees. The department ensures that it recruits competent and knowledgeable employees who focus on more sustainable and profitable activities of the organization (Ployhart et al, 2005). Many organizations appoint sustainability coordinators to the position of an organization’s human resource executive.

Sustainability coordinators should possess behavioral competences that can change the managers and employee’s attitudes to concentrate more on sustainability. Sustainability coordinator ascertains that there are programs such as social and environmental initiatives to motivate employees (Liebowitz, 2010). In addition, the supervisor or the coordinator makes certain that the employees give all their skills to deliver quality work. This paper looks at the staffing factors that contribute to poor performance of employees.

Many factors affect the performance and output of the employees in an organization or a company. First, lack of motivation among employees contributes massively to their low performance. Motivation is an external factor can enhance the work output of employees. Lack of motivation bars employees from giving their best towards attaining of productivity. Senior managers and supervisors disregard the small grievances, which workers voice. This makes employees to feel isolated or excluded from the running of the organization or a company (Ployhart et al, 2005).

Therefore, employees become unwilling to utilize their initiative and skills in order to give opinions or solve simple problems affecting an organization. For instance, employees may spend a lot of their time surfing the internet or searching for jobs elsewhere while at work. The overall effect of lack of motivation is diversion of employees’ concentration and poor performance. Second, mistrust between the employees and senior management can cause low job performance. Incidences such as recruiting an employee from outside without regarding the seasoned employees lower the performance of such worker.

The seasoned employees perceive that the management does not recognize their skills and experience in a particular post. Employees that have adequate experience in working in an organization expect the human resource department to promote them (Ployhart et al, 2005). Therefore, it is disheartening for management to disregard their experienced employees and bring an external recruit. This affects the job performance of such employees. Third, recruitment of employees who do not have relevant skills in a given job amounts to poor job performance.

The human resource department overlooks some important skills pertinent to a particular job such as strong teamwork skills, adaptability to change, and collaboration skills. The hiring team looks at the technical expertise in applicants and fails to screen for other significance skills. Skills such as teamwork are very vital for effective productivity in an organization. Employees who do not possess other skills apart from technical ones cannot find creative solutions to complex problem afflicting an organization (Liebowitz, 2010).

Therefore, jumbled employee selection affects the performance workers in an organization. Lastly, lack of job security can contribute to poor performance of employees. Employees will not offer their productive ideas in an environment, which do not promise their job security. They fear the management will lay them off when they bring forward suggestion to improve the productivity of an organization. In this case, employees chose to be silent rather than to suggest something that will jeopardize their job (Liebowitz, 2010).

Therefore, the management fails to tap great ideas from employees that can propel an organization to attain great heights of success. Poor performance of employees calls for careful assessment to ascertain whether it is a training problem. The supervisor of employees should consult the training team in the human resource department. This step enables supervisors to evaluate whether the procedures and tools that human resource uses to train employees are relevant and current. In addition, supervisors should assess whether the trainers have the right skills pertinent to a given job position (Liebowitz, 2010).

Second, supervisors should interview employees to get the first hand information about their training. This helps the supervisor to know the skills that are overly lacking in the workforce. Supervisor can then advise the training team on the skills they need to impart to the workers. Journal of Sustainable Development by Liebowitz Jay discusses in depth the role of training of employees to prevent employees’ poor performance. This journal asserts that the human resource department is very essential in ensuring workforce get the right skills.

For instance, human resource department offers development workshops the assist supervisors to develop teamwork and enhance collaboration. The workshops are crucial because managers and employees learn how to manage change and embrace diversity. This journal points out big companies such as Rio Tinto, Alcan, and Green to Gold all employees and executives attend a training program for four days. This training focuses on safety, environmental, and health issues. This enables the workforce to preserve environment and reduce waste.

Other companies such as Mohawk Industries and DHL express equip employees with waste reduction techniques. The journal alludes that training of workers enhances their productivity in an organization (Liebowitz, 2010). An article by Ferrazzi and Gatti (2007) argues that strong relationship between workers, external partners, and customers is significant for personal and professional growth. The article points out human resource department gives a lot of emphasis on resource management and fails to recognize the importance of employees.

This results to poor relationship between the employees and the management of any organization. Therefore, management cannot inspire employees to achieve greater productivity, career growth, innovation, and overall employee performance. Ferrazzi and Gatti propose organizations should create a strong relationship between employees and human resource department (Ferrazzi and Gatti, 2007). In addition, the article emphasizes on training as a prudent way to achieve maximum productivity and performance from employees.

References Ferrazzi, K., and Gatti, L. (2007). The Human Element of Successful Training. Business Journal. Retrieved 14 Sept 2012, from http://www.highbeam.com/doc/1P3-1310799101.html. Liebowitz, J. (2010). Journal of Sustainable Development.Retrieved 14 Sep 2012, from http://search.proquest.com/docview/839763177?accountid=32521 Ployhart, R., et al (2005). Staffing Organizations: Contemporary Practice and Theory. New York: Routledge.