Are You Satisfied With Where You Work?

With social media today, especially through websites such as LinkedIn, you have an insight into the different environments and careers of many of the contacts you have made during your working life. With the origins and terms described on these pages, you will notice that some have worked in one place throughout their lives, while others have changed companies every 2 to 3 years. You have to ask in the review of their origin, why they left their previous position? What about the work that seems to be a good opportunity that made you move on?

Let’s first look at the three factors that make you satisfied with your professional situation, your company, your boss and your personal goals.

In the case of a company, the first thing that comes to mind is its name and reputation. Is it respected in the industry in which it operates? Google and Apple are great names in the technical industry. Merck and Pfizer are great names in the pharmaceutical industry. Mercedes and Volvo are respected names in Auto. Allstate and GEICO are the most common names in insurance. So what makes a good company beyond its name? Factors to consider: a clear mission, strong corporate governance and ethics, solid industry performance, a good support system and a strong culture of working with respected partners. Pride in the company is important for you to be an effective employee, because you are the face of the company. Good companies are transparent about what they do and how they work. Another characteristic is that they take sufficient care of their employees by offering them good benefits such as health and a tailor-made 401K plan. If you work for a public company, how is it perceived by the market? Efficiency and public perception is reflected in the stock price.

The second is your manager. One of the biggest reasons why people leave work is the person they work for. In defense of managers to start from the beginning, people who are placed in these positions are never formally trained to manage people. This is a position that requires empathy and emotional intelligence, which I recently checked, is not tested for when someone is considered for promotion. Usually promotions are passed on because you are the most qualified candidate who has demonstrated a high ability to do his current job and predicted that he will successfully complete the next level of work. In many cases, if you are positively assessed by senior management, you would be a leader in gaining a position, regardless of whether you can be a good manager or not.

There are managers who naturally motivate and draw most from their direct reports, while there are others who are not. Usually, an “inferior” manager will be more interested in how he or she is perceived by senior management and will work on building a positive perception rather than maximizing group performance. This type of manager will also be the type of “throwing people on the bus” in order to reverse any misconduct on their part.

Another important point to blame for lower-level managers is not to hold bad contractors accountable. In a group environment, it is not unreasonable to expect that each of us carries his or her weight and compensates accordingly. It is not unusual to have disparities in performers who are not on an equal footing with others. The greatest sin that can happen is when a manager doesn’t take action to correct this mistake. If this is not the case, there is dishonesty, and sometimes there is an imbalance in the workload, because the manager transfers the necessary work to contractors and allows the contractor not to do the work. This is doubly worse when the performer is not treated and receives the same remuneration as the performer. This is a component of dissatisfaction.

The third and last factor is your personal situation. Many factors influence what makes an employee happy. Employees must feel that they are being fairly remunerated for their work based on performance and experience. A motivated employee should feel that they are contributing to the objectives of the group and the company. They must be able to move upward and not allow a person to feel stagnant in his or her position.

Other factors that may be at stake are: the workplace, the pursuit of higher education or a change in life goals.

With the workplace being closer to the family, it is a powerful motivator to move or stay in their current position. It is not unusual to give up higher pay opportunities if this means that they would have to move away from their family. Perhaps your priority is to emphasise the importance of the family rather than career development.

Author: Madge E. Galvan

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