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The other factor mentioned by [url=http://www.getconversational.com]hollister pas cher[/url] all the interviewees is job growth and promotion. The two managers mentioned that after their employees got promoted they realized improvement in their job performance meaning they were more satisfied in their jobs. The three employees stated that promotion acted as a source [url=http://www.mansmanifesto.com]doudoune moncler[/url] of job satisfaction to them because after promotion they felt more recognized and viewed their jobs are making them grow not only financially, but also bringing development in their career path (Mark, Mary, Jane, Wayne and Peter, 2012).
Pay and promotions act as major influences in enhancing job satisfaction because they make the employees feel more recognized and appreciated in their responsibilities. This makes them develop a feeling of ownership of their jobs making them more satisfied [url=http://www.rathmell-arch.co.uk/hollister.html]hollister uk[/url] (Saiyadain, 2003, pp 69-70). [url=http://www.mansmanifesto.com]www.mansmanifesto.com[/url] The two also contributes to the growth [url=http://www.vivid-host.com/barbour.htm]www.vivid-host.com/barbour.htm[/url] and development of an employee both economically and in career growth. It is the desire of every employee to see their jobs bringing growth and development in their life. Any job that brings that growth and development makes an employee more satisfied and enhance productivity.
Health care managers can help to promote a positive work experience and job satisfaction for their direct reports by ensuring that the performance of the direct reports is appreciated. This can be done by developing reward strategies such as bonuses, gifts and pay [url=http://www.rivaluta.it/hot/hogan.asp]hogan outlet[/url] increases to high performing direct reports. The managers should ensure that the direct reports are appraised after a certain period of time, for example, six months to evaluate their performance. By doing this, the direct reports would put more effort in their responsibilities, so that they can improve their performance in order to get the rewards. Such a strategy would also encourage competition among the employees so that they overdo one another in order to receive the rewards out of [url=http://www.achbanker.com/home.php]hollister[/url] their performance (Greener, 2010, pp 103-104).
Health care managers should also come up with growth and development strategies, for example, provision of education to the employees, developing training programs and provision of other incentives to employees. Such [url=http://www.sandvikfw.net/shopuk.php]hollister sale[/url] a strategy would help the employees gain more skills and knowledge on how to undertake their roles more effectively. The strategy will also ensure that employees achieve growth and development in their careers. Employees who are more skilled and have much knowledge always perform better that those without because they can be able to use their skills in their jobs hence enhancing productivity of the entire health care organization.
Other strategies health care managers can apply to help promote a positive work experience and job satisfaction for their direct reports include developing good work ethics where positive relationship is promoted in their organizations. The direct reports should also be helped have a work-life balance in which they can be able to undertake other important life activities beyond their work. Other incentives such as overtime should be introduced as a way of appreciating the work done by the direct reports. All these would act as motivating factors that will help bring more job satisfaction among employees [url=http://www.rathmell-arch.co.uk/hollister.html]hollister outlet[/url] hence higher productivity in the health care organizations.
References
Greene, R. (2010). Rewarding Performance: Guiding Principles, Custom Strategies, 2nd edition,
New York: Taylor & Francis, pp 103-104.
Mark, Mary, Jane, Wayne and Peter. (2012). Interview on Factors influencing job satisfaction on
February, 12 2012.
Saiyadain, M. (2003). Organisational behavior, 2nd edition, New York: Tata McGraw-Hill
Education, pp 69-70.
Woods, S. West, M. (2010). The Psychology of Work and Organizations, 2nd edition, Belmont:
Cengage Learning EMEA, pp 117-118.
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