Subordinate employees are the ones who support management, thus a high quality workforce is required for management and the business to achieve success. As parts of a team and individuals, all employees must utilize each others’ strengths to overcome weaknesses. Improving the individual performance of employees, as well as the group dynamics, requires an understanding of these strengths and weaknesses. This starts will gathering information on the performance of employees then working to bolster the skills and capacity of individuals as well as to improve the group dynamics of the work environment.
Employee evaluations are useful tools when it comes to understanding how well an individual performance impacts the workplace. Although the rate of success when it comes to measuring certain tasks is important, a manager would be unwise if he or she failed to explore how well a subordinate engages his or her coworkers. Beyond the measurable output of individuals, employees function as part of a larger collective, thus an employee’s ability to get along with others is also important, because every role within the business supports all others. As such, understanding the true role of each employee is the first step in improving job performance.
The group dynamics revolve around the abilities of all employees to successfully work as a single effort; however, it also requires individuals to play their roles in the group. Although an individual may perform weakly at times, their role in the workplace goes beyond assigned tasks. Removing an employee from a position based solely on a somewhat weak performance can negatively impact the group dynamics and this will undermine efforts to improve overall performance. Consequently, leaders must understand how employees influence each other as well as what tasks best fit their true role in the business community.
Meanwhile, employees can also be encouraged to improve their performance through incentives. If management over focuses on the needs and wants of individuals, however, it becomes far more difficult to appease the interests of employees, thus the performance of all employees could suffer. Recognizing the importance of focusing on the group dynamics of employees with incentives designed to appease the group and its leadership is important, because it helps businesses effectively respond to the interests of employees. Addressing the interests of the group can very successfully mitigate the need to consider the interests of every single employee when looking for improved performance.
On the other hand, over simplifying the interests of employees based on their group membership can create harmful biases. Looking down on subordinates, management can misgauge the concerns and interests of certain individuals, because they look at workers as a single group. Ignoring the differences between subcultures within the workplace can be a serious misstep as applying an ineffective incentive or consequence across all employees will be costly in terms of money, productivity, and employer-employee relations. When the goal is improved performance, understanding the group dynamics also means recognizing the various subcultures found within a work environment may not respond to incentives in the same way.
Although it is still equally, if not more, important to work on their ability to serve a specific role in the group and offer group incentives, employers should also work to train individual employees where they are weak. Workers, who lack the skills or accuracy needed to be successful in their positions, might benefit from a little personal attention. Through mentoring and retraining, weak employees can be improved. A business, which fails to support workers, is likely to see weak work performance due to little commitment and mistakes. Because otherwise quality employees can be lost when employers neglect individual needs, a little personal attention once and awhile can do a lot to renew an individual’s fortitude.
Furthermore, the daily grind of the workday can be quite taxing in terms of mental and emotional exhaustion. Granted, the workday is for getting work done, but the human brain tends to wander when it is uninterested. As a consequence, employees may complete their tasks for the day, but their performance in terms of efficiency, accuracy, and creative problem solving may also suffer. Accordingly, they will not be encouraged to go beyond their duties to help improve their job performance and business operations. Shaking up the workday is, therefore, another extremely effective way to motivate employees, especially those with very tedious roles.
Increasing employee performance begins with gathering data. While an effort to address the group dynamics will lead to results, individual attention is equally as important. Just as workplace development and training create improved performance, showing employees they are valuable is a necessity, if productivity is expected to rise. Threatening employees or setting higher standards can be successful at times, yet continued success revolves around supporting employees. People are successful, because they can exploit their strengths, while leaders are successful, because they can exploit the strengths of others Moreover, the goal of improving job performance is best served by pursuing a better understanding of the human dynamics involved in the workplace.