The Role of the Manager in Employee Satisfaction

This week, we continue the discussion of how to know if you are suited to a particular job or position.  Please take a moment to watch this clip to learn some of the practical indicators that a person may be in the wrong job or position.

Management consultant, Peter Drucker, says, “The productivity of work is not the responsibility of the worker but of the manager.” The duty of a manager is not simply the delegation of responsibility, but the continuous challenging of one’s employees to rise above the level of mediocrity.  This is a task that is often overlooked by many people in management positions.  It is natural to get caught up in your own responsibilities and commitments and remove yourself from the work your employees are doing. By paying a little more attention to your employees, you can determine whether there is something that they can do better or even whether or not they belong in that position at all.

There are some simple questions that you should ask yourself in order to determine that your employees belong with your company.  Do they show up to work on time?  Do they take sick days?  If so, how frequently?  Are they motivated and fully engaged? Do they conduct themselves in a professional manner?  Do they respond well to constructive criticism?  These may seem like obvious questions, but most executives and managers neglect to ask them and think about them critically.

Moving forward, do they understand core concepts and ideas related to your business?  Do they understand basic instructions?  These questions are a bit less obvious and even harder to find definite answers for.  It’s a frequent occurrence that an employee will be given a task by his or her manager that he or she does not understand.  Instead of the employee simply telling the manager that the task is not understood, he or she will simply go off and try to figure it out on his or her own, so as to not seem incompetent.  This kind of behavior results in decreased productivity and wasted time.  Looking back to Drucker, this is the responsibility of the manager.  You must make sure that your employees understand exactly what is expected of them. You can make sure employees understand what is expected of them by simply asking them to explain the work back to you, the manager.

Your time is valuable, and you should not need to watch employees’ every move; however, you should be assessing yourself, your employees and the workload regularly to make sure everyone is on the same page.  If you have to explain something multiple times, then this person may not be a good fit for your company.  Someone may be a good fit for a company but not a good fit for a particular position there.  Maybe the person needs to be matched to another job within that company.  The person may not need to leave the entire company, just a particular job there. It is crucial that you find the proper balance between the laissez-faire approach that could keep you from seeing that an employee is not for you and the micromanagement approach that very often leads to resentment on the part of the worker.

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