Industrial Relation - Manifestations of Employee Dissatisfaction at Work - Essay Example

Manifestations of Employee Dissatisfaction at Work and HR Efforts to reduce and Address them Name of student Student Number Institution Course Code Instructor Date of Submission Various Overt and Convert Manifestations of Employee Dissatisfaction at Work and HR Efforts to reduce and Address them Introduction Job satisfaction among workers within Australia has become a major area of concern with respect to employees demand for better working conditions and higher remunerations. Various studies have been carried out looking into the impact brought about by the Fair work Act 2009 as well introduction of industrial actions to look into issues arising between the employer and employees. Job satisfaction is a critical aspect not only to the workers but also to the employers and the overall organizational performance. Therefore, it is crucial to understand that dissatisfaction at work has a great role to play in the workplace as far as performance of the organisation is concerned. The last few decades has seen increased work participation resulting to the Australian working environments being raged with various manifestations of work dissatisfactions (Suppa 2012). Consequently, this has brought up authoritative measures being evidenced by legislations to look into the Industrial actions that may hinder production and work consistency. Dissatisfaction by workers is a critical issue to the HR departments and in most cases attracts industrial actions. Manifestations of work dissatisfaction range from direct actions like boycotting work, demonstrations, as well as indirect acts constituting go slows at work and failing to comply with the set rules and procedures (Poggi 2008). These acts may develop to greater problems and crisis if not addressed properly and at the right time calling for legal actions and industrial actions. The Australian context of industrial action is entrenched in the Fair Work Act 2009 (Cth) (FW Act) and incorporates strikes, work stoppage, bans on work, lock-outs and the performance of work by a worker in a manner that is not the norm as it is normally done (Australian Government, 2013). This paper evaluates and explores the various overt and converts manifestations of employees’ dissatisfaction. Further, it describes various actions undertaken by the HR professionals to minimise occurrence of such manifestations and address them amicably if they do occur. Manifestation of Job Dissatisfaction Job dissatisfaction may arise due to reasons like work pressure where workers are compelled to finish many tasks by the employers within stipulated durations (Lessmann and Brown 2011). This causes huge work load to be covered exerting intense pressure on the employees. The results are workers developing some sort of aversion to the work assigned to them. Further, poor remunerations, salary cuts, delayed promotions; removal of expected perks by employees also causes job dissatisfaction (Poggi 2008). It is a fact that every individual is entitled to suitable remuneration of services rendered and no workers likes being offered peanuts. Remuneration remains one aspect that has caused major industrial acts as employees agitate for better pay and working conditions. According to Freidrichs (2010), inefficiency among the Human Resource department with respect to placing employee to the right jobs and track their personal performance also leads to job dissatisfaction among workers. This calls for cooperation and contributions from the employees on how to go about working to improve the performance of the organization. Amid the many reasons associated with job dissatisfaction, employees have various ways of manifesting their work dissatisfaction. The manifestations are characterised by a number of actions like go slows at work, downing tools, lateness at work, absenteeism, lack of cooperation with supervisors among others can be traced to lack of commitments among the seniors (Poggi 2008). The actions undertaken by employees vary from direct manifestation of displeasure with workplace or acting indirectly while affecting the work performance. The overt manifestations are evident and the employers are able to evaluate the circumstances and face the challenge via whichever means they choose. However, convert manifestations are quite tricky to be noted as the employees tend to assume normal behaviour and working trend but on the contrary they are acting at the expense of the organization. A good example is when an employee steals from the organization. This may involve policies, strategies or even finances covering up their tracks so as not to be noted while gaining in the process. The stealing of company policies is tantamount to the organization as the policies land in the hands of the competitors rendering the former exposed to tough competition (Freidrichs 2010). The following are a number of manifestations that are overtly exhibited by workers. Tardiness: habitual lateness to work may be a clear sign of lacking satisfaction emanating from work or home circumstances. Although many employees will be late on occasion to work, habitual lateness is an indication of stress that hinders from getting sufficient rest or getting to work in order to escape the reality of lacking motivation at work (Finkle 2008). Further, dragging which is exhibited by employee reporting to work without the enthusiasm to report and perform duties; also shows a sign of displeasure with the work being done. This may be an overt indication that the worker is manifesting discomfort and thus delay interaction at workplace. Absenteeism: although employees will miss work on occasion due to various personal reasons, an employee lacking to report to work on regular basis portrays discontent with work or the circumstances within the workplace. This could translate to lack of meeting work commitments that might affect even the other employees. The vice may also be influenced to other employees if the trend is condoned or overlooked. This calls upon the HR department to intervene and initiate communication measures to help get to the bottom of the problem to provide solutions to the prevailing conditions before they explode to unmanageable or more demanding practices (Finkle 2008). Low Company Morale: one unsatisfied employee is capable of permeating low morale among employees in their department which progressively spread to the entire company. The low morale which can be tackled effectively by the human resource department is a pessimistic attitude from one individual transmitted to other colleagues at workplace. This results to lack of the impetus to perform their tasks and in turn becomes a very costly circumstance for the company to cope with (Finkle 2008). Disobedience: absolute disobedience from the workers is a clear manifestation of work dissatisfaction. Disobedience is exhibited to the supervisors or senior officers at work by workers and shows a clear indication of displeasure with the leadership and wok conditions in the work place. This calls for critical evaluation by relevant supervisors to ascertain the source of staff discontent so as to come up with ways of resolving the issue before prior to the behaviour being taken up by other employees as a routine. The undertaking is crucial and results to benefits in the workplace that are beneficial to the management authority and the HR department (Finkle 2008). Delivering poor quality work: lack of employee satisfaction may leads to poor attention to any assignments given out leaving out crucial details to the overall effective completion of the tasks. This is tantamount to the production of the organization as the performance of the employee lags to the extent of the employee’s task performance hardly being acceptable (Suppa 2012). For example, an employee working within an assembly line in an industry may end up disrupting the entire process progression by merely and deliberately connecting incorrect pieces together or due to lack of interest forgetfully omitting some parts that would lead to production failure. Generally, dissatisfaction with work done can be connected to the remunerations obtained by employees (Kunze and Suppa 2012). Whenever employees feel the amount of work they perform does not equal to the proceeds paid, they get demoralised leading to discontent as they feel they are not adequately remunerated as per their efforts. Manifestation of job dissatisfaction is shown by employees as ways of sabotaging their employers with the intent to hit at the organisational performance. This is done to make the employer realise the importance of the workers and listen to their grievances. Effects of Job Dissatisfaction to the Employer Job dissatisfaction is exhibited by employees as a way of hitting back at the employer (Douglas 2011). Further, workers results to actions that would subject their employers to come to terms with their grievances failure to which work performance is derailed or paralysed. This has resulted to increased impact from the unions standing firm for the rights of their members. The industrial relations have however taken substantial developments in past two decades and there has been profound development with regulations and the conditions entrenched in the Fair work Act 2009. Employers are faced with challenges of employee dissatisfaction and performance dwindling rendering the company less efficient (Somers 2009). Further, some employees sabotage their organization policies to competitors, thus denying the former, chance and opportunity to utilise its human capital for development. Consequently, any industrial action arising only renders more financial cost with legal defences and court appearances to defend the organisation’s stand on the prevailing crisis (Smith and Townsend 2011). In cases of strikes, the employers undergo losses as workers fail to deliver with some instances being characterised by property vandalism. The introduction of protected industrial action brought about the context of Australia’s international obligations has contributed greatly to the solving of issues arising from work dissatisfaction. Employees withdrawing labour is a right recognised by the International Labour Organisation (ILO) and thereby, Australia being a signatory to the various conventions that guarantees workers the right to down their tools and withdraw labour, the employers are bound to listen to workers grievances (Sivaraman and Neilson 2011). Nevertheless, the course of action into legal tussles pertaining industrial actions can be costly affairs which calls for consultation and discussion outside courts of law with employees. This regards to the employers discussing with union officials or relevant workers’ representatives to solve issues arising and get solutions (Douglas 2011). To overcome the long overdue and consistent complains among employees, they have consolidated themselves to form unions which forward their grievances. The Australian Council of Trade Unions (ACTU) is the largest peak of body that is mandated with the task of representing workers where employees are assured of protection and security with respect to working conditions. Measures by the HR Department to Address issues causing job Dissatisfaction. Employers have the obligation to look into ways of making their employees content with their work practices. Having unhappy or dissatisfied employees can turn out to be a very costly affair, due to low production rates, that may result to upsurge of the operating overhead of the business. Every worker possess diverse attitude towards work, which in one way or the other affects the rate work due to dissatisfaction of what they are doing (Suppa 2012). However, there are a number of reasons that cause general dissatisfaction among groups of workers leading to conflicts within the organization. These are critical aspect that calls for strategic measures by the HRM professionals to ensure such crises are solved prior to manifestations that may render the progress of the organization at risk. Consequently, whenever the issues get out of hand, like workers getting on strike, there is need for strategic measures to solve the underlying issues amicably and competently while keeping it legal (ILO 2012). To the HR department, it is vital to note that there are patterns that emerge with regard to levels of satisfaction and dissatisfaction among various groups of workers (Suppa 2012). This means diverse possible solutions, that can be used to enhance workers satisfaction levels. A good example is the examination of means to enhance trust perception among the senior management which can improve the satisfaction level for older workers but not the younger workers already having high trusts levels. The human resource management officials have a task of looking into the welfare of the employees and this calls for noble ways of establishing work dissatisfaction and providing aiding where necessary (Kunze and Suppa 2012). There is also need to understand the behaviours exhibited by employees in order to ascertain the motive behind the action so as to come up with prior arrangements to arrive at an amicable solution. Whenever the grievances of employees are addressed and amicably discussed to reach a consensus; there is less conflicts of work regarding certain departments or even the entire organization (ILO 2012). Every conflict is resolved by tabling facts from the opposing groups whatever the issues at hand. Failure to face conflicts head on results to cropping or more micro-crises within the workplace rendering the whole organization ineffective. With an established Fair Work Commission under the Fair Work Act 2009, the human resource management of any organization ought to ensure they follow the directives and the guidelines of the Act and the recommendations by the commission (Australian Government, 2013). The Fair Work Commission is an independent body having the mandate to conduct various functions like ensuring safety net of minimum wages and employment conditions, industrial actions, resolving disputes, terminating employment bargain of enterprise among other matters relating to workplace (Fair Work Commission 2012). Australian workers have the conviction that there are two factors that makes the work place satisfactory. First is co-workers having a good relation and getting along with each other, and secondly is realising an interesting and satisfying work (Australian Institute of Management VT 2006). These are two aspects crucial in the overall realisation of job satisfaction. The HR department can bank on these two aspects that, having a cordial relation with all workers and ensuring the working conditions are favourable, any arsing conflict cannot go unnoticed and in the event of any, the workers will be willing to negotiate amicably. Getting along with the staff, as well as the union official if any would act as one crucial factor to enhance satisfactory discussion and solving of work related dissatisfaction. Conclusion In conclusion, it is evident that industrial actions are a reality among the work places as employees fight for more satisfying working conditions. The industrial actions are orchestrated by job dissatisfaction among workers as discussed in this paper. However, the HR departments have the capacity to evaluate conditions and factors that can foster greater employee satisfaction. Employee satisfaction is a crucial aspect in the growth and development of an organization as it can impact negatively to the employee and the overall organizational performance. Generally, job satisfaction can be termed as an important part of the entire satisfaction in the working population. Dissatisfaction or low levels of job satisfaction are major causes of withdrawal that has been discussed to be manifested in form of absenteeism, lateness, accidents, sicknesses and even turnover (Somers 2009). In context, it is evident that with more satisfied employees, performance is improved tremendously resulting to organizational growth and development. Thus, it is imperative to conclude that employees are key factors to the success of any organisation. Every organization requires certain levels of satisfaction, as well as efforts from the employees to realise higher achievements and growth. The literature reviewed clearly shows that employees’ satisfaction varies with work conditions and employers treatment. Therefore, HR departments have the crucial assignment of ensuring manifestations of job dissatisfaction are identified in an organisation and measures to solve or counter the effects outlined articulately. Reference List Australian Government, 2013. Fair Work Ombudsman. Accessed on May 10, 2013. From Australian Institute of Management VT, 2006. What Keeps Employees Engaged with their Workplace? Managing the future Survey Series Survey 2. Commonwealth of Australia, 2011. Over-skilling and Job Satisfaction in the Labour Force. A National Vocational Education and Training Research and Evaluation Program Report. Adelaide: NCVER. ISBN 978 1 921809 91 0. Douglas, A., 2011. The Irony of Industrial Action. Accessed on May 12, 2013, from Fair Work Commission, 2013. Australia’s National Work Place Relations Tribunal. Accessed online on May, 12, 2013, from Finkle, L., 2008. 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