Free Article On Employee Hiring

Introduction and objectives

The idea of employee hiring is a great deal which requires to be dealt with carefully. This is mainly because employees are the human input or capital that a company employs in order to make its operations successful.

The main significance of exploring and understanding the idea of employee hiring and factors affecting the employee hiring or turnover is planning of the business future and determination of the overall business performance (Ariani, 48). This comes in hand with monitoring of the business operations which are relevant to productivity of the company.
The significance of these factors affecting employee turnover in a company forms the basis of our discussion in this paper. One of the most obvious reasons for high employee turnover in a company is the employee dissatisfaction (Messmer, 15). This is the lack of an employee to feel content while working with the company. Several reasons may cause this discontent. Some are poor working conditions, poor wage pay, managerial crisis and poor income per work load earnings.

Learning of employee satisfaction by the management is very important since it helps evaluate the general performance of the employees (Sumi, 70). It also enables the company analyze its strategies so as to learn of the causes of the high employee turnover rate. Another importance or significance of understanding of employee turnover by the management is the ability of the management to evaluate itself and gauge whether it might be the cause of the high employee turnover rate and what the necessary measures to take are.

Description of a current organizational structure.

Looking at the current organizational structure of a company in the UAE, it is clear that gender disparity exists. This is mainly evident in the engineering sector where the number of ladies is extremely low. This makes the female recognition almost negligible since even in the management team, they hardly appear. The overall management also appears to have poor leadership qualities making the organizational environment almost unbearable for the employees. The negligence also causes the actual working environment risky and unpredictable for the employees especially engineers. In turn the employee satisfaction is very low thus forcing the employee turnover to be very high. The high employee turnover rate forms the main problem in the company. According to Lisa’s article (pp40), employee turnover rate is defined as the rate at which employees leave a firm compared to the rate of entry into the firm. It is caused by many factors one of the main causes being employee dissatisfaction. In his article, Charles describes employee satisfaction as a variable influenced by very many factors and has a complex relationship to the overall business performance. (Futrell, Charles, M, 27).

The main reason why these issues of ignorance and poorly trained management were addressed in this paper is because management is the main and backbone department in a company or firm for it to exist and flourish comfortably. Flaws in the management can result in heavy losses on the company or even bankruptcy.

The research on the employee turnover was mainly done by online questionnaires where most company engineers from diversified companies in the UAE filled them. Another source was the blog where the engineers in UAE share their woes and chat. The two sources revealed the engineers were all suffering under silence due to deplorable working conditions. It was also evident that the female engineers were even more oppressed due to the belief of masculine superiority.

All these dissatisfaction crawled back to the organizational structure and management in general. Male dominance made male engineers arrogant and feel superior compared to their female counterparts. Also, the management appeared full of male chauvinism making equal treatment of the engineers impossible.

– Poor wage pay compared to other engineers in other parts of the world. This mainly cropped after the engineers compared their actual pay to that of engineers with similar qualifications in other parts of the world (Colin, 720).

– Working conditions. The working conditions were risky and no one seemed to care about it. Reporting the matter to the management was just the same as ignoring the existence of that problem.

– Poor employee training. The technology employed by engineers change with time. Therefore, they require periodic update by provision of training sessions in the company. Many of the UAE companies appeared to neglect this making the employees feel outdated and discontent.

– Gross poor management skills. This was mainly evident due to the ignorance of the management and slow response to employees’ problems.

With this tread, the company might at last collapse but I would recommend some ideas to the company.

– According to Ariani’s journal on international management Vol 29.1, the management is the one that boosts firm performance. The management should undergo thorough training so as to know how to deal with employees and understand the employee psychology. This same idea is also elaborated in Charles and Futrell’s article on ‘The Impact of Manager's Job Characteristics and Performance on Satisfaction, Involvement, and Intrinsic Motivation. Journal of Management’.

– The management should also come up with training sessions for its engineers and other workers. This will make the employees feel confident and updated in all their work. This will also improve performance and trust of the employees in the company. (Markus, 139 and Kosteas, 182).

– During the training, the management should try to see to it that all the motivation and necessary promotions are done in time to avoid employee discontent. This is mainly because it the work of the management to ensure satisfaction of the employees. (Messer, 18).

The main area of the company that this should affect is the human resource department. Changes in the department will result in creation of trust in the company that the employees might have lost or lacking. The revolution in the section might also cause improvement in employee treatment by the company in regard to operation environment. (Charles,30).
The most flexible department to change so as to improve the employee satisfaction is the management. This is mainly because all the problems are hauled at it thus a change in it for the better can easily cause the whole business environment to change. Improvement on managerial skills is easy and highly dynamic yet very important to the business (Futrell, Charles, 28).
The most difficult to change in the company is the employee behavior. This is mainly because it is directly influenced by satisfaction thus has to come after the employee is satisfied (Yang, 423).

In conclusion, the factors affecting employee satisfaction in this company were just modeled to fit only in the management whereas their causes are scattered all over its department. This has made the analysis easier and easy to understand. The main cause of employee satisfaction as outlined in this paper can be job security. The employee would like to know how he/she will earn in the future and from which company. The other source of satisfaction is personal ambitions and goals. There are goals that a person sets to achieve once he/she begins to work with a company. If the goals are not compatible and achievable, then the employee seeks to quit that organization. Lastly, it is evident that the management of a company is the sole determinant of employee satisfaction. If the management is close and collaborative to the employees, the employees are satisfied and thus seek permanent employment lowering the rate of employee turnover.

Works cited

– Ariani, Wahyu, D. Leader-Member Exchanges as a Mediator of the Effect of Job Satisfaction on Affective Organizational Commitment: An Empirical Test. International Journal of Management 29.1(2012), 46-56.
– Lisa Frehill. Satisfaction: Why do people give up engineering? Surveys of men and women engineers tell an unexpected story. Mechanical Engineering (2010), 39-41.
– Futrell, Charles, M. The Impact of Manager's Job Characteristics and Performance on Satisfaction, Involvement, and Intrinsic Motivation. Journal of Management 3.1(1977), 27-33.
– Colin, Green, and Heywood, John, S. Does Performance Pay Increase Job Satisfaction? Economica 75(2008), 710–728.
– Jaramillo, Fernand, Mulki, Prakash, J., and Boles, James, S. Management Workplace Stressors, Job Attitude, and Job Behaviors: Is Interpersonal Conflict the Missing Link? Journal of Personal Selling & Sales XXXI.3(2011), 339-356.
– Jha, Sumi, and Bhattacharyya, Som, S. Study of Perceived Recruitment Practices and their
Relationships to Job Satisfaction. Synergy X.I (2012), 63-76.
– Kosteas, Vasilios, D. Job Satisfaction and Promotions. Industrial Relations 50.1(2011), 174-194.
– Markus, Christen, Ganesh Iyer, and David, Soberman. Job Satisfaction, Job Performance,
and Effort: A Reexamination Using Agency Theory. Journal of Marketing 70(2006), 137–150.
– Messmer, Max. Building Employee Job Satisfaction. Wiley Periodicals, Inc., 2005. Print.
– Yang, Kaifeng, and Kassekert, Anthony. Linking Management Reform with Employee Job Satisfaction: Evidence from Federal Agencies. Journal of Public Administration Research and Theory 20(2009), 413–436.

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