Introduction
Numerous variables may contribute to staff dissatisfaction with their workplace, from an unfavorable atmosphere to an accidental or intentional lack of communication with managers. An information transmission break may leave workers who do not understand their job’s expectations or evaluation criteria disoriented and dissatisfied with working conditions. A frequency distribution summary that may highlight a correlation between job turnover and dissatisfaction should help locate the issue and create a prerequisite for changing employment conditions to avoid discontent.
Main body
The importance of management should not be underestimated when working in a team, whether at the level of a department or company. Employees want to feel secure in their future, which involves a clear understanding of their career, supported by their managers (Tschopp & Grote, 2014). Since “supervisory behavior” is one of the factors contributing to employees’ affinity to their establishment, comprehending their mismanagement leads staff to feel apathetic about their work (Surienty, Ramayah, Lo, & Tarmizi, 2014, p. 417). Therefore, if staff members feel that a company does not represent their needs at their current employment level, they may be more inclined towards switching workplaces than attempting to change something in a negligent structure.
If research shows that employees do not understand what results in their company expects them to achieve and, coincidentally, frequently think about changing jobs, improving the situation should benefit the company. Inspiring high performance with positive incentives is a useful sales-driving tactic, which may stimulate both worker’s commitment and company profits (Landy & Conte, 2016). This approach may, at the same, time generate loyal employees and create effective workplace competition in place of previous dissatisfaction.
Conclusion
Finding common ground between the company and its employees allows achieving workplace satisfaction, which, in turn, permits the further betterment of working conditions. However, such conditions within a high-pressure sales job are to be already present at the beginning of employment with clear job requirements, rather than implemented as an afterthought. Honestly outlining for future employees their working conditions, including both expectations and incentives, may help decrease staff dissatisfaction and, therefore, department turnover.
References
Landy, F. J., & Conte, J. M. (2016). Work in the 21st century: An introduction to industrial and organizational psychology (9th ed.). Hoboken, NJ: Wiley.
Surienty, L., Ramayah, T., Lo, M. C., & Tarmizi, A. N. (2014). Quality of work life and turnover intention: A partial least square (PLS) approach. Social Indicators Research, 119(1), 405-420. Web.
Tschopp, C., & Grote, G. (2014). The how and why of the relationship between job insecurity, subjective career success, and turnover intention. In A. C. Keller, R. Samuel, M. M. Bergman, & N. K. Semmer (Eds.), Psychological, educational, and sociological perspectives on success and well-being in career development (pp. 127-150). New York, NY: Springer.