How to Improve Job Performance and Satisfaction

Spend as much time or more praising employees as you do criticizing them.

Spend as much time or more praising employees as you do criticizing them.

It helps employees to feel a sense of purpose in their jobs to be happy at work. When employees are engaged by their duties, job performance and personal satisfaction increase. When employees aren't valued or their ideas taken into consideration, they lose interest in their jobs. To improve employee job performance and increase job satisfaction, consider these ways to get employees re-enthused and engaged at work.

Help employees feel engaged at work. In a Human Performance Institute survey of more than 100,000 workers since the study's inception, results indicated that 65 percent of respondents to the survey are disengaged at work, 21 percent of them in toxic disengagement. The study reports employee engagement can determine an "organization’s ability to weather a downturn – particularly in the face of a system-wide financial crisis, fierce competition or any other serious or protracted business crisis."

Let employees know how much you value them. Make it a point to establish positive relationships with your staff. While employees enjoy company perks, such as retirement programs or other incentives, employees that feel valued by their immediate manager often perform better. How an employee feels about her boss determines how engaged she is in her job.

Provide meaningful work. While every job will have mundane aspects to it, when you give your employees work that is meaningful to them, they feel inspired and motivated to do their best. Help employees establish career goals and offer them opportunities to stretch their skills and talents. Give employee challenges that display your confidence in their ability to do the job well.

Communicate often with your employees. Hold meetings that welcome employee input and suggestions. Good communication leaves employees feeling important and in the loop. Let employees know that they are part of a team and that their ideas are always welcome. Establish an open-door policy to welcome communication.

Tell employees what you expect of them. Be clear and concise. When employees don't know what is expected of them, they are not as likely to perform well. Ensure that all employees understand the policies and procedures they need to do their jobs. Provide employees with adequate training so they understand how to do assigned tasks.

Congratulate or reward employees for jobs well done. Rewards don't have to be monetary; take the team out for lunch or bring in pizza after successful completion of a project. Most managers quickly let employees know when they are doing the wrong things, but often ignore praise for good work. Balance your criticism with praise and you will find that employees will be happier in their jobs and make efforts to please their managers.

Develop credibility with your staff. Make it a point to deliver on promises and be as honest as possible with your employees. Managers that throw their employees under the bus will soon find that their staff won't do their best. Remember that you are ultimately responsible for your team's performance.

Be straightforward and don't be a hypocrite. Don't take the attitude, "do as I say, not as I do," or you will build resentment among your staff. Set the example that you want your employees to follow. If you want employees to be on time, make it a point to be on time. If you want them engaged in their jobs, don't spend your time on personal tasks not related to work. Understand that as a manager you live in a glass room. Your employees look to you for leadership. If the message that you send with your actions is different from what you speak, this will disengage your employees and result in poor performance and job satisfaction.

Tip

  • Make it a point to develop personal relationships with your staff. Be willing to listen to the issues they might have to help them perform better at work. Let them know that you are there for them.

Warning

  • Managers set the tone for how well their staff performs. The manager that doesn't establish trust among her staff will not engage them in their jobs.
 

About the Author

As a native Californian, artist, businessperson, contractor, journalist and published author, Laurie Reeves began writing professionally in 1975. She has written for newspapers, magazines, online publications and sites. In 2003, she and her husband moved into the home she designed, they built and decorated. Reeves graduated from San Diego's Coleman College.

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