Question 1
Given the effect of setting and achieving personal goals to the employee, managers should encourage and participate in this process. Setting personal goals impacts the employees positively in various ways. First, goal setting keeps the employees focused. Such employees are perpetually conscious of what exactly needs to be achieved per time and the processes needed for them to get there (Gallo, 2011). Focused employees generally behave well at work, cooperate and collaborate better with colleagues and are disciplined. The company is also able to draw maximum utility from such employees.
Secondly, personal goal setting results in intrinsically motivated employees. For each goal that is set, there are a number of objectives that lead to the attainment of the goal. These objectives comprise activities that must be accomplished. Employees generally derive a sense of satisfaction from achieving their objectives and ultimately, their goals (Gallo, 2011). That satisfaction results to intrinsic motivation, which is more effective and long lasting than extrinsic motivation. When the motivation comes from the employees own activities, the company saves on any foregone employee motivation programs.
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Maximum benefit to the organization can only be obtained if the managers are involved in helping the employees set their personal goals. Involvement of the managers enables them to create and maintain a relationship with their employees (Anderson & Bolt, 2008). A functional relationship between managers and employees maximizes horizontal and vertical communication. Goal setting is also one of the methods through which the experienced employees can mentor their colleagues and subordinates, and is therefore a functional knowledge transfer approach. Moreover, involvement of managers in employees’ personal goal-setting may enhance trust between the parties involved. Whenever managers help the employee in setting and working towards personal goals, they are able to learn more about their employees’ motivations, strengths, weaknesses and character (Gallo, 2011). Eventually, such knowledge enhances cohesion and aids in decision making whereby managers are able to find the best people for every post or task.
Lastly, goal setting provides a criterion by which progress can be evaluated. It is a tool for employees to evaluate their own progress and for the management to evaluate the progress attained towards achieving organizational goals. Employee personal goals and organizational goals are interlinked in that the organizational goals are attained through the employee’s efforts and pursuit of their own goals. Hence if the employee perceives that their role at the organization is essential in personal goals achievement, there is more incentive to work harder.
Question 2
Dressing right is important in a professional environment for various reasons. Every individual carries a personal brand, i.e. a perception that they invoke from the people with whom they interact on a daily basis (Anderson & Bolt, 2008). Dressing creates an impression that shapes the perceptions of people regarding the professional. Different dress codes are expected in different careers or vocations. However, different kinds of dress codes have a certain universal effect on the people who the professional meets (Anderson & Bolt, 2008). For instance, wearing a formal suit projects an image of seriousness and focus. Going to work in cargo pants or yoga pants has the opposite effect. Despite the fact that the dress code may not necessarily impact on an employee’s productivity, it may determine the first impressions they have on others, their relationships and general availability of opportunities for employment or growth (Anderson & Bolt, 2008). Modesty is also an important factor and, despite cultural diversity, all parties at the workplace should ensure that their dressing is appropriate for the setting. An outfit should neither be so revealing as to cause unnecessary distraction, nor so heavy or tight as to cause discomfort.
Different kinds of workplaces may also require different kinds of dressing. In some cases, employers may rightfully dictate what their employees should or should not wear while at work. Hygiene is one important determinant, especially in the hospitality industry (Anderson & Bolt, 2008). For instance, kitchen staff may often be required to cover their hair because it is a generally accepted practice in the industry. For the same reason, waiters and air hostesses are also required to don uniforms.
Although most workplaces do not regulate the amount of jewelry that should be worn by employees, wearing too much of it may be distracting and disconcerting. Notably, managers and higher ranking officers exemplify an organization's culture (Anderson & Bolt, 2008). Hence employees may often take their superior’s cue in defining the boundaries and limits of dressing and presentation. Casual dressing among managers, for instance, may encourage employees to dress casually even in professions which do not condone casual dressing (Anderson & Bolt, 2008). Managers should therefore be even more conscious of their dressing than their employees given that they set the standard. Jewelry may also be an inconvenience or safety hazard in certain professions. For instance, rings may inhibit productivity or potentially cause injury in professions that involve manual operations such as operation of heavy machinery.
Question 3
Personal financial management is beneficial to both the employees and the organization. An organization that has the interests of its employees at heart should have empowerment as one of the organization’s human resource objectives (Gitman et al., 2014). Personal financial management skills are a sure way of enhancing the employees’ well-being. Employees always notice any efforts made to better their welfare by the organization they work for, often translating to increased motivation, trust and dedication to their work.
Whenever employees lack financial management skills, they are unable to attain their optimum productivity for the organization. Such employees are in perpetual financial problems and suffer from needs that would be eliminated if they managed their finances well. Whenever an organization’s workforce manages their personal finances well, there are fewer requests for advance cheques (Gitman et al., 2014). Employees are also better motivated and more focused on their work because their attention is undivided, allowing them to be more functional at their workplace. Financially literate employees are a better asset to the organization they work for.
Financial management skills are essential in employee retention. Poor financial management may feature prominently among the reasons why employees easily leave the organization. Financial problems easily leave the employees demotivated and disgruntled. Employees may often find their remuneration inadequate if they are unable to manage it appropriately (Gitman et al., 2014). Such employees are easily enticed by offers which contain a higher amount of monetary compensation even if such offers are not necessarily better than their current employment. Moreover, employees often develop a negative attitude towards their work if they think they are undercompensated (Gitman et al., 2014). Such a perception portrays the company’s brand negatively and such employees are unlikely to recommend the company as an employer after they have left. Financial literacy helps employees appreciate their work and helps them appropriate their remuneration to facilitate personal development.
One of the ways of teaching employees financial management is through seminars. Seminars offering free and voluntary attendance can be organized by the company (Gitman et al., 2014). Companies can encourage employees to attend such seminars by making them exciting. For instance, they can be held during team building exercises. Secondly, the company can offer subsidized services such as lunch. The company should refrain from offering such services for free to ensure employees cater for a partial cost (Gitman et al., 2014). Freebies may induce a sense of irresponsibility with their own finances.
Question 4
One of the common effects of stress in the workplace is burnouts. Employees experiencing burnout often appear exhausted and develop a negative attitude towards their work (Hasson & Butler, 2020). I have experienced this effect in my workplace, particularly after I got my second job. I was not used to juggling two jobs, yet I needed the income from my second job to cater for my school expenses. On top of the two jobs, I am also a student. Hence, I have to divide my time wisely among all the demands that require my attention including family, studies, and work. However, I got accustomed to all the demands as soon as my life stabilized, especially after I was able to supplement all my financial needs.
Stress could also lower the productivity of employees significantly, preventing the company from benefiting from their full utility. Moreover, it has a negative impact on the employees’ psychological state predisposing them to negative emotions (Hasson & Butler, 2020). It could also escalate to depression especially if the conditions at work are not designed to alleviate the employee’s condition (Rossi et al., 2017). For instance, if the performance expectations at work are consistently high even for individuals who are under stress, such employees are more likely to deteriorate than to improve. One of the most effective stress management strategies is designing an employee friendly environment that contains as few stressors as possible and has stress alleviation facilities such as a gym.
Stress could also lead to increased physiological problems, including illnesses such as heart disease, hypertension and headaches among employees. These are evident in human resource records as increased sick leaves and higher number of off days (Hasson & Butler, 2020). The financial impact on the organization includes reduced profitability due to less productivity, less work hours and possibly increased medical insurance expenses. Physiological problems also negatively affect the mood and morale of employees. Stress has also been known to lower the immunity levels of the affected individual (Hasson & Butler, 2020). During the period when I was under immense pressure to balance the different aspects of my life that required my attention, stress led to increased incidences of influenza. I was often exhausted and in low moods.
Question 5
An employee who is easily agitated or is often sick at work could be suffering from numerous problems. I would approach the situation in three ways. First, I would spend some time with them so that I can interact with them and understand their plight. If the employee is suffering from stress, having a confidante may help alleviate their situation. In many cases, most people suffer from psychological problems because they lack an appropriate support system (Rossi et al., 2017). Moreover, the employee may be unable to express a problem that can be easily solved. In such a case, solving their problem would help in alleviating their condition. For instance, if the employee is suffering from financial problems, I may suggest an alternative source of income, or any other feasible way of solving their financial problem.
The second approach would be to express my concern to the organization’s human resource department. If the organization cares for its employees’ welfare, they will engage them, find out their problem and help in whatever way possible. This approach is also necessary not only for the sake of the employee, but also in pursuit of the wellbeing of fellow employees (Rossi et al., 2017). If the employee's condition persists, fellow workmates are likely to suffer from the employee's outbursts and bear the employee’s workload. Finding a solution to the employee’s situation is beneficial to the employee and to the firm as a whole.
Thirdly, I would refer the employee to the counseling department which deals with the mental and psychological employee welfare. If they are suffering from any psychological condition such as stress or depression, it may be diagnosed from there. The department may also offer therapy and any other intervention necessary for the situation. However, it is important not to ignore the situation as it the employee’s condition may deteriorate.
References
Anderson, L. E., & Bolt, S. B. (2008). Professionalism: Real skills for workplace success. Pearson Prentice Hall.
Gallo, A. (2011, February 07) Making Sure Your Employees Succeed. Harvard Business Review. https://hbr.org/2011/02/making-sure-your-employees-suc
Gitman, L. J., Joehnk, M. D., & Billingsley, R. S. (2014). Personal financial planning . South-Western Cengage Learning.
Hasson, G., & Butler, D. (2020). Mental health and wellbeing in the workplace: A practical guide for employers and employees . Wiley-Capstone
Rossi, A. M., Meurs, J. A., & Perrewé, P. L. (2017). Stress and quality of working life: Conceptualizing and assessing stress. Information Age Publishing Inc.
