Essay - Managers Get the Staff They Deserve Introduction: in Today's Ultra-competitive...

Managers Get the Staff They Deserve

Introduction:

***** today's ultra-competitive global economy, organizations must take every action necessary to ensure they are as competitive as possible. Although advancements in technology, over the last few decades, has meant that oftentimes organizations have focused their efforts on the technological aspect of their business, those ***** have neglected ***** human resources ***** struggled despite technology. (Gutteridge, 2004) Today, employees drive productivity, customer satisfaction, and profitability. (Harter, Schmidt, & Hayes, 2002, in Stajkovic & Luthans, 2003)

With this ***** mind, businesses across a variety of industries have come to realize the important part their employees play in ***** continued success. Hiring and retaining the best employees equals greater efficiency ***** efficacy. This increase in efficiency and efficacy equates to ***** company profitability, which leads to *****creased market sh***** and industry success. As such, hiring and retaining quality ***** has never been more important than in today's business world.

The question *****n arises, why do some companies, divisions, or even managers seem to be able to consistently hire and retain the cream of ***** crop, while others fail to ***** so? Do ***** truly get the staff they deserve? By analyzing the psychological contract between employee ***** employer, the impact ***** organizational structure and culture, group dynamics and leader*****ip, motivation, and performance management, ***** paper will show that indeed managers do get the staff ********** deserve.

The Psychological Contract:

The term 'psychological contract' was coined in the 1960s. ("Psychological," n.d.) Argyris used this term to refer to ***** mutual obligations, values, expectations, and aspiration between an employer and employee that go beyond the formal employment contracts. (Smith*****n & Lewis, *****) It is an unwritten and unspoken agreement between employee ***** employer in which both parties surmise certain expectations and obligations.

***** common misperception is that money is ***** most powerful motivator on the psychological contract list. This is simply not true. (Eglin, *****) For **********, these expectations can include a ***** of non-monetary factors, including:

Safe and hygienic working conditions

***** security

***** ***** satisfying work

Unbiased personnel policies and procedures

Personal and professional development opportunities

Respectful and considerate treatment

***** for employers, ***** psychological ***** may include:

***** acceptance of the organization's ideology

***** work by employee to accomplish organizational goals

Not to misuse *****'s goodwill

To maintain the ***** image

To demonstrate loyalty and uphold positions of trust

***** ***** dress and appearance in a reasonable and acceptable fashion. (Mullins, 2002)

***** ***** contract is a powerful tool for motivating ***** ***** staff. When the ***** ***** each party's contract are fulfilled, both ***** satisfied with *****ir relationship. When the expectations are not being met, however, one or ***** ***** become dis*****, and as such challenges occur with facets such as productivity ***** employee retention. Each psychological contract is unique dependent on the individual, even if ***** positions of two employees are very similar within the organization. These individuals develop their unique expectations of an ***** early on, so*****imes even prior to entering