رضايت شغلی و بهره‌وری

از سوي ديگر مي توان گفت كه براي تعريف بهره وري ٬ ابتدا بايد با دو مفهوم كارآيي واثربخشي آشنا شويم :

كارآيي : نسبت ستاده به داده را گويند كه برابر با مصرف بهينۀ منابع ميباشد .

اثر بخشي : به معناي تحقّق اهداف سازمان است .

با ادغام اين دو مفهوم چهار حالت بروز مي نمايد:
1.ورودي ثابت ٬ افزايش خروجي
2.كاهش ورودي ٬ افزايش خروجي
3.كاهش به نسبه بيشتر ورودي ٬ كاهش خروجي
4.افزايش ورودي ٬ افزايش به نسبه بيشتر خروجي
5.كاهش ورودي ٬ خروجي ثابت
كه حالت چهار همان بهره وري مي باشد . كارآمدي و اثربخشي (بهره وري) حالتي است كه هم منابع درست مصرف شده وهم اهداف سازمان تحقّق يافته است .

رضايت شغلي و بهره وري

بر اساس آنچه گفته شد ، بديهي است كه رضايتمندي افراد از مشاغل خود ، نسبتي مستقيم با بهره وري دارد، براي تبيين بهتر اين رابطه جا دارد به نقش سرمايه عظيم و ارزشمند نيروي انســــاني در بهره وري اشاره شود .انسان محور بهره وري است. كليه سازمانها با هر ماموريتي كه دارند بايد بيشترين امكانات را به آموزش و پرورش انسانها از ابعاد مختلف ، اختصاص دهند ، مواردي همچون آموزشهاي رفتاري –شغلي و تخصصي-قوانين و مقررات و آموزش شرح وظايف، آموزش فكر ، خودآموزي و دگر آموزي، آموزش خانواده به ترتيب تقويت كار گروهي ،تسلط بر شغل ، شناخت داخل و خارج سازمان، شناخت حدود و عمق وظايف ،نوآوري، پيدايش و توسعه اصل فرد و سازمان ياد گيرنده ، تفـــاهم في ما بين خانواده ها ي شاغلين و سازمان را در پي خواهند داشت ، كه در آخر به ايجاد و استقرار، پرورش و گسترش ، كاربردي شدن و استمرار بهره وري و در كل به ارتقاي آن در سازمان خواهد انجاميد.
بنابراين ، رويكرد منظم و مستمر انطباق فرد مناسب با شغل مناسب در زمان مناسب كه در برگيرنده هر دو مفهوم رضايت شغلي و بهره وري مي باشد بهترين گزينه و راهكار به شمار مي رود.

سخن پاياني

با تامل و تعمق در مطالبي كه ذكر شد و با در نظر داشتن موضوع راهبري و هدايت منسجم سازمان به سوي اهداف ،كه يــادآور نقش انكار ناپذير و مهم مديران است و اين خود يقينا در پيـروزي يا شكــست برنامه ها به شدت موثر مي باشد ، از ديد نگارنده ، بهترين گزينه پيش روي مديران براي صعود به قله موفقيت ، حركت بر اساس سبك مديريت مبتني بر كرامت انساني و بهره وري مي باشد.
خداوند در ابتداي آيه مباركه 70 از سوره 17 (الاسرا) مي فرمايد : « وَلَقَدْ كَرَّمْنَا بَنِي آدَمَ … » و به راستي ما فرزندان آدم را گرامي داشتيم … آنگاه كه كرامت انساني يك فرد منظور نظر واقع شد ، رضايت فرد تامين شده است چرا كه كرامت هديه و امانت الهي است .اين نوع مديريت بر اصولي مانند : احترام قائل شدن به انسان، داشتن ديدگاه مثبت گرا به انسان، برقراري روابط انساني قوي ، مشاركت دهي عملي كاركنان در تصميم گيري ها، و اصل آموزش جامع و بالا بردن آگاهي كل كاركنان سازمان استوار مي باشد.

نتايجي كه از مديريت برمبناي كرامت انساني حاصل مي شود به طور خلاصه به قرار ذيل قابل شمارش است:

1.تقويت و بهبود تعلق خاطر به كار و سازمان
2.تقويت و بهبود اخلاق كار
3.تقويت پركاري(فرهنگ كار)
4.حاكم شدن استراتژي بهبود دائم درسازمان
5.تقويت كار جمعي خودجوش از طريق نظام انگيزشي،استقرار نظام پيشنهادها و …
6.كاهش شايعه و تشنج رواني در سازمان از طريق مكانيزم اطلاع رساني به سطوح مختلف صرف نظر از پست و موقعيت آنها
7.رفع اضطراب از محيط كار از طريق آموزش هاي رفتاري و توجه به امنيت شغلي كاركنان و فراهم نمودن امكان ابراز نظرات و تلفيق سازمان رسمي و غير رسمي
8.كاهش تخلفات و حوادث ناشي از كار
9.جايگزيني كنترل كيفيت با توليد كيفيت
10.كاهش مصارف مواد و انرژي مادي و معنوي
كه تمامي آنچه شمرده شد به ايجاد و استقرار، پرورش و گسترش ، كاربردي شدن و استمرار بهره وري و در كل به ارتقاي آن در سازمان خواهد انجاميد.
منبع : www.mydocument.ir

Martin Seligman, one of America’s top academic psychologists and its leading happiness guru, is visiting Australian on a lecture tour sponsored by, of all outfits, the Australian Institute of Management. His thesis – for which he admits he doesn’t yet have scientific proof – is that happier managers and workers lead to higher productivity and profits.
Find that hard to believe? The bottom line would be fatter if only workers spent more time swapping jokes around the water cooler? It’s not as implausible as it sounds.
Part of the problem is that word “happiness”. It’s a great word for headlines, but it makes what Seligman prefers to call “positive psychology” sound frivolous, fleeting, self-centred and unworthy.

He counters with another yet-to-be-substantiated thesis, that happiness comes in three kinds. At the most basic level is “the pleasant life”, where people have as many positive emotions and as few negative emotions as possible.
Then comes “the good life”, which consists of using your greatest character strengths as frequently as possible in “the three great arenas of life” – work, love and parenting – to obtain abundant gratification.
Finally comes “the meaningful life”, which has one additional feature: the use of your character strengths in the service of some cause larger than you are.
You might imagine that, at its most basic level, happiness as the pursuit of pleasant emotions wouldn’t have much relevance to the business world. But that’s not quite right.

As Seligman explains in his book Authentic Happiness, published by Random House Australia, our emotions can concern the present, the past and the future. And the emotions we feel about the future are heavily influenced by whether we’re optimists or pessimists.
Now this is a topic on which there’s solid psychological evidence, much of it gathered by Seligman. Psychologists have tests that determine whether you’re an optimist or a pessimist, according to your feelings about the setbacks and victories in your life.

The optimist regards setbacks as temporary and able to be changed, whereas the pessimist regards them as permanent. The optimist regards setbacks as having been caused by peculiar circumstances, whereas the pessimist regards them as pervasive. Optimists see the cause of the setback as outside themselves, whereas pessimists tend to blame themselves. With victories, of course, it’s the other way round.

Why make so much fuss over minor differences in attitude? Because their effects aren’t minor. Pessimists are up to eight times more likely to become depressed when bad things happen. They do worse than their talents would lead you to expect in education, sport and most jobs. They have worse physical health, shorter lives and rockier interpersonal relations.
So it seems pretty obvious that most businesses are better off employing optimists. And, indeed, business people – including those who start businesses – are noted for their towering optimism.

The fortunate thing is that, as Seligman made his name by demonstrating, optimism can be learned. And he has other techniques people can use to lift their experience of positive emotion into “the upper part of their set range”.
You may think people are happy at least partly because they’re successful in their lives. It’s true. But there’s evidence that it also works the other way: people are successful because they’re happy.
If we’re looking at things from a boss’s perspective, however, it’s likely to be the second level of happiness – living the good life – that’s most relevant.

Seligman says there’s a better route to high productivity than monetary incentives, which is to maximise work satisfaction. “Corporations that promote this state for their employees will overtake corporations that rely only on monetary reward,” he says.
Psychologists have distinguished three kinds of work: a job, a career and a calling. You do a job for nothing other than the pay cheque at the end of the week.

A career involves a deeper personal investment in work. You mark your achievements through money, but also through advancement. Each promotion brings you higher prestige and more power, as well as a raise.
A calling or vocation, on the other hand, is a passionate commitment to work for its own sake. The work is fulfilling in its own right, without regard for money or advancement.
“Individuals with a calling see their work as contributing to the greater good, to something larger than they are, and hence the religious connotation is entirely appropriate,” he says.

When your work is a calling you more frequently experience a psychological state known as “flow”. Flow occurs when the challenges you face mesh perfectly with your abilities to meet them. You’re so totally absorbed in what you’re doing that you lose sense of time and self.

Leisure activities can involve flow, but it’s more common at work. What emotion do you feel when you’re in flow? You don’t feel anything – not till it’s over. Seligman classes flow not as pleasure, but something deeper: gratification.
So how do you find a calling that involves lots of flow? The guru says the key is not finding the right job, but finding a job you can make right by recrafting it to fit your “signature strengths”.

Seligman is obsessed by the need for people to know and exploit their greatest character strengths or traits (which aren’t the same as their talents). He says don’t devote much time to correcting your weaknesses, just use and build your signature strengths.
He has identified 24 potential strengths, grouped under six headings: wisdom and knowledge, courage, love, justice and duty, temperance or moderation, and transcendence or spirituality.
You can discover which of the 24 happen to be your “signature” strengths by doing the free test on his website, www.authentichappiness.org. (I flunked the test.)

So Seligman’s recipe for finding your calling and getting more flow is to identify your signature strengths, choose work that lets you use them every day and recraft your present work to use your signature strengths.
If you’re an employer, choose employees whose signature strengths mesh with the work they will do. If you’re a manager, make room for employees to recraft their work within the bounds of the business’s goals.
If only.