The management of any human resource in companies must be inclusive for it to be most effective. Consequently, managers must realize that they will always be accountable for their respective teams. This then suggests that these managers must strategize in order to encourage their employees to work collectively towards achieving the vision of their organizations. Regardless of the evidence at the work place that departments are effective, managers must always push their employees. There is proof that when employees are not appropriately encouraged to deliver, they could affect productivity.
Managers need to be aware that feedback is not the only tool to be used in effective management of their departments. There will always be the need for a routine in which managers do follow ups with their employees. This must be consistent despite the leadership of companies providing free working environments for their teams. Chapmen asserts that accountability translates to managers working closely with their employees who must equally be encouraged to be responsible.
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Consequently, driving business performance is only realized when the satisfaction of employees is guaranteed at the work place. The capability of organizations must be built by including employees in most changes of the organization. Further, they must also feel that they are involved and their decisions are as important in the organization they work.
Conclusively, managers should be advised that involving employees is not sufficient for their success. The involvement must be effected with their accountability and responsibility to the employees that they lead. In turn, the needs of the employees should always be considered in ordered to even appeal to them psychologically. There are high chances that employees who fell satisfied are likely to perform better and achieve commendable success.
References
Byrne, S . (2014).Understanding Employee Engagement: Theory, Research, and Practice. New York, NY: Routledge
Chapman, J (2011). Accountability Drives Success. Canadian HR Reporter. Vol 24, Issue 19, p 35
Yeung, K and Berman, B (1997). Adding Value Through Human Resources: Reorienting Human Resource Measurement to Drive Business Performance. Human Resource Management , Vol 36, Issue 3, Pp 321–335
