Impacts of Regular Consultations between Managers and Their Subordinates on Production and Job Satisfaction
To consult is to give advice professionally, have a conference in order to talk something over, to seek information from and to get or ask advice from. Job satisfaction refers to happiness with one’s work life. Productivity is outcome in relation to input.
Regular consultation between managers and their subordinate is vital in an organization. It enhances human relation in the organization. Manager – employee relation is necessary for the working of the system in a department. The manager cannot get the work done on time by employees unless they are communicated regularly of what he wants to be done. Chances of misunderstanding and misrepresentation can be minimized with regular consultation. Good human relations reflect positively on the productivity of employees and the organization as a whole. The employees are more satisfied with their job in an environment where regular communication exists between manager and the employees. (Klauss, 1997)
It is through regular consultation that employees submit their work reports, comments, grievances and suggestions to their management on time. Effective and regular consultation avoids delays, misunderstandings, confusion or distortions of facts and establishes harmony between the manager and the subordinates. Employees are relatively happy when they are able to deliver towards the organization expectations.
Regular consultation is a tool for motivation, which can improve morale of the employees in an organization. Lack of or irregular consultation between managers and subordinates is the major cause of conflict and low morale at work. Manager should clarify to employees about what is to be done, how well they doing and what are can be done for better performance to improve their motivation. There is improved trust of the management by subordinates further indicating the management commitment to address issues at workplace. Motivated employees are better employees at workplace in terms of productivity; they are more satisfied job-wise. (Klauss, 1997)
Through regular consultation managers encourage ideas or suggestions from subordinates and implement them whenever possible. This would increase production at low cost. Employees feel satisfied in an environment where their ideas can be appreciated.
Regular consultation enables subordinates’ satisfaction with supervision. The superior are available to address challenges at workplace, to solve problems and give advice to the employees. This keeps the employees away from absconding their duty in the excuse that there was no one to address a problem beyond their scope. Moreover, the subordinates feel supported when their superiors are available. (Klauss, 1997)
However, regular consultation between mangers and their subordinates may result to familiarity with the managers consequently bringing about contempt by the subordinates to their managers.
Klauss, R. (1997): Measuring the Impact on Subordinates of Managers’ Interpersonal Communication Styles and Credibility, Maxwell School of Citizenship and Public Affairs Syracuse. New York.
Sparrow, P. and Hilltop, J. (1994): European Human Resource Management in Transition: New York, Prentice Hall.
Zingeser, L. (2004). Career and job satisfaction: What ASHA surveys show. The ASHA Leader, P. 4-5, 13-20.