Report on The Critical Role of Employees in Achieving Organizational Success

                A theme of this paper revolves around the role of employees in achieving the success of an organization. Skills of employees can be built with the help of a thorough study regarding the performance of workers and make improvements in the organizational operations. A number of researchers have examined the job satisfaction of employees in different situations but due to the dynamic nature and importance of the environment, businesses are still for the ways to enhance as well as measure the attitudes of these employees so that their productivity could be increased. When the consumers are involved in a service production’s process, the front line employee’s role becomes pivotal who deals with the consumers directly. Empowerment and organizational impacts of empowerment, not surprisingly, have received significant attention over the past few decades from practitioners as well as scholars.

        Collective psychological empowerment and individual empowerment are similar to each other, with a slight difference that collective psychological empowerment is regarded among work-unit members as a shared perception. By developing an engaged workforce as one of the top priorities of leaders, they get a concurrent focus on finance, safety, and quality every day as top priorities of the organization. Performance of the employees can be more innovative and better with the constructive management of conflicts by the project manager. The process of improving the organizational operations is based on the skills and a critical role of the employees and it is possible by providing a better environment for the employees and leads the company towards success. The researchers in the future can focus on contemporary management to achieve organizational goals.

The Critical Role of Employees in Achieving Organizational Success

Introduction of the Critical Role of Employees in Achieving Organizational Success

        At each level of the organization, employees are responsible for effectively using organizational resources. Monitoring information, building skills in decision making and supervising employees are essential ingredients to achieve organizational success. Skills of employees can be built with the help of a thorough study regarding the performance of workers and make improvements in the organizational operations. The organization can develop expertise among employees through training in policies and procedure documentation to achieve organizational success.

        Moreover, the success of an organization involves learning an efficient recruiting procedure that how the best employees should be interviewed and hired. Employee skills building enable the contemporary managers to motivate employees and maximize operational performance so that long-term organizational goals could be achieved. Innovative as well as creative ideas are enabled by establishing the entrepreneurial culture to be executed that results in the competitive advantage and achieving organizational goals.

Organizational Success and Role of Employees

1) Ishaque, A., & Shahzad, D. K. (2016). Impact of Internal Marketing on Employee Behaviors: Mediating Role of Employee Job Satisfaction. . Abasyn Journal of Social Sciences, 9 (1), 233-250.

2) Heskett, J. L. (2007). What Is Management’s Role in Innovation? Retrieved from https://hbswk.hbs.edu/item/what-is-managements-role-in-innovation

            While considering different attitudes of an employee, job satisfaction of employee is considered as one of the most significant and valuable attitudes in previous researches. A number of researchers have examined the job satisfaction of employees in different situations but due to the dynamic nature and importance of the environment, businesses are still for the ways to enhance as well as measure the attitudes of these employees so that their productivity could be increased. The desired goals of an organization can be achieved when its employees of that organization perform well and fulfil their assigned duties within time according to the job design. The organizational efficiency will have expected to increase as well when the extra role behaviour is exhibited by their employees. Citizenship behaviour of organizational and job performance of employees are the two major behaviours whose importance cannot be denied by organizations. Because of the globalization, specialized knowledge of a workforce and advancement in technology, the environment of an organization has profoundly become dynamic. When the consumers are involved in a service production’s process, the front line employee’s role becomes pivotal who deals with the consumers directly. The customers can be satisfied by improving the quality and process of the service that ultimately results in overall progress in organizational performance. It can be said that organizational performance and customer satisfaction about organizational service can be achieved with committed contributions and efforts of the front line employees. This makes attitudes and behaviors of those employees very important in the organizations and helps it achieving organizational goals (Ishaque & Shahzad, 2016).

        Psychological empowerment of employees can be considered as a key aspect for any organization wanting to accomplish higher involvement of employees and flexibility as well as market responsiveness. Empowerment and organizational impacts of empowerment, not surprisingly, have received significant attention over the past few decades from practitioners as well as scholars. Known as “increased intrinsic task motivation”, psychological empowerment has been enhancing the performance and effectiveness of work units and individuals (Heskett, 2007).

3) Voegtlin, C., Boehm, S. A., & Bruch, H. (2015). How to empower employees: using training to enhance work units’ collective empowerment. International Journal of Manpower, 36 (3), 354-373.

4) Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees. Journal of leadership & organizational studies, 21(1), 71-82.

        Scholars, besides individual empowerment, have been focusing on empowerment’s collective perceptions, reflected by an increasing number of journal articles and other researches on this topic. Collective psychological empowerment and individual empowerment are similar to each other, with a slight difference that collective psychological empowerment is regarded among work-unit members as a shared perception. Like individual empowerment, collective psychological empowerment has been hypothesized as a motivational construct manifested via a set of four cognitions that reflect the orientation of group members towards the organization. These four cognitions are a perceived effect of what is being done by the work unit, a perceived potency to solve organizational tasks, a meaningfulness attachment to the organization, last but not least, perceived independence in conducting a work (Voegtlin, Boehm, & Bruch, 2015).

            In the world of traditional business, it was discovered that the top of the organogram has got to be a frontline employee, with the board of directors and the stockholders falling to the bottom of an organogram. These leaders are truly visionary, and rightly so, which when an organization focus on engaging the employees of the company, the employees become motivated to provide the superior services to customers of the organization and they put all the necessary efforts to complete their tasks. The employees take action to complete their tasks on their own to do what is just and right. As a consequence, the profits of organization soar, and the board of directors and stockholder become more than happy and satisfied with their financial return on investment. Gordon Bethune (former CEO of Continental Airlines), Colleen Barrett (recently retired Southwest Airlines CEO), Jan Carlzon (former Scandinavian Airline Systems CEO), and Jack Welch (former GE CEO) are just a few names of top visionary leaders. Each of these mentioned leaders was aware of the fact that if employees are to be engaged in the organizational operations, the leadership focus had to change and a strong commitment should be demonstrated to the frontline employee (Strom, Sears, & Kelly, 2014).

5) Veronesi, J. F. (2009). Is Your Workforce Engaged to Be Satisfied? Home Health Care Management & Practice, 21 (2), 124-126.

6) Cojocaru, C., & Cojocaru, S. (2013). leadership and innovation – the Catalyst of the it&C industry. a Case study of BlackBerry Company. Change and Leadership(17), 55-61.

        Setting a frontline employee as the most important or significant and the centre of the business universe will concurrently make all of these key business areas better and more. If someone does not believe this, then he or she should go and search the history of the visionary leaders that are listed above. In essence, by developing an engaged workforce as one of the top priorities of leaders, they get a concurrent focus on finance, safety, and quality every day as top priorities of the organization. The basic reason behind this phenomenon is that if the workforce is fully engaged, they are allowed and confident to do whatever they can and assure that the operations of business flow smoothly (Veronesi, 2009).

        An overwhelming role is being played by the employees having outstanding skills in organizational efficiency and returns on investment. If the front line employee is competent enough to resolve the conflicts and maintains the smooth organizational environment, then the leadership role in the respective organization stays as a less contributed feature. IT and other technology companies are different than other sectors because the technologies are being emerged speedily that the best situations are yearly measurable while the worst situations are monthly measurable. Under these circumstances, the innovation and efficiency capabilities are the high values for IT and all technological organizations. The role of managers can be considered as homeostatic because they are mainly involved in keeping the conflict resolution is the reasonable limits. The managerial skills become the development engine when we talk about the organizational environment, customers and employees’ satisfaction and conflict resolution (Cojocaru & Cojocaru, 2013).

7) Sudhakara, G. P. (2015). A Review of Conflict Management Techniques in Projects. Brazilian Journal of Operations & Production Management(12), 214-232.

8) Bruno, M. (2012). Connecticut and Rhode Island Region. AMERICAN RED CROSS.

            It is the responsibility of the organization to oversee the aspects of organizational success and employee performance. Performance of the employees can be more innovative and better with the constructive management of their satisfaction by the leaders of the organization. The project manager has to make conflict resolution as the core competency of the company for innovative and affectivity purposes (Sudhakara, 2015).

        Creativity and innovation can be managed by the project manager through conflict resolution. According to Michelle Malay Carter, almost all the current performance of the models of the management is stacked in a way that is against the innovation, he answered this to the question that what is the role of management in the organization's innovation. In conventional organizations, if innovation is planned to be promoted then the practices, as well as the role of the management, also requires the innovation (Bruno, 2012).

Conclusion of the Critical Role of Employees in Achieving Organizational Success

            In a nutshell, employees’ skills play a vital role in achieving the organizational success that ultimately demonstrates the employees about their performance. The core of top organizations is to improve employee performance and smooth the organizational environment by different techniques. The process of improving the organizational operations is based on the skills and the critical role of the employees and it is possible by providing a better environment for the employees and leads the company towards success. Skills of employees ultimately improve the organization grow as it deals with the business operations effectively. Innovation and affectivity of the organizations require the development of employees’ skills through their significant role in the business operation. The organizations with good culture posed to be the top industry around the globe and success and profit maximization are the basic and major concerns of industry that is possible through better employee skills. Focusing on the aspects related to the role of employees in organizational success, it is analyzed that organizations need to show positive attribute towards the employees so that there could better management of the workforce. When the consumers are involved in a service production’s process, the front line employee’s role becomes pivotal who deals with the consumers directly. The customers can be satisfied by improving the quality and process of the service that ultimately results in overall progress in organizational performance.

Limitation and Future Suggestions of the Critical Role of Employees in Achieving Organizational Success

        This paper is limited to the role of employees only to achieve success within an organization while there are several other factors that contribute to the organization's success. The researchers in the future can focus on contemporary management to achieve organizational goals. Working effectively is emphasized by contemporary management in the marketplace globally, so it is essential to manage diversity. The modern strategy of managers includes values establishment that reflects the commitment towards safe workplace for the employees at all organizational levels. There are multiple challenges and issues in contemporary management that can be discussed in the future researches.

        Moreover, the researches in future can focus on contemporary managers and workplace diversity that how these factors contribute to organizational success. Contemporary managers always battle the issues of diversity within the organization. While some managers believe that managing the workforce diversity within the organization is just simple like meeting the required organizational quota for employee gender and race, it is much more than this in practice. Diverse workforce ensures the teamwork, respect, and acceptance despite the differences in native language, race, gender, age, religion, communication style, and political beliefs. Having a diverse workforce in the organization ensures the multiple benefits, however, more issues arise along with the diverse workplace accordingly. Recruitment professionals and HR personnel should be aware of the challenges associated with diverse workforce so that it could be addressed and prevented. Following are the major issues of a diverse workforce faced by contemporary managers.

References of the Critical Role of Employees in Achieving Organizational Success

Bruno, M. (2012). Connecticut and Rhode Island Region. AMERICAN RED CROSS.

Cojocaru, C., & Cojocaru, S. (2013). leadership and innovation – the Catalyst of it&C industry. a Case study of BlackBerry Company. Change and Leadership(17), 55-61.

Heskett, J. L. (2007). What Is Management’s Role in Innovation? Retrieved from https://hbswk.hbs.edu/item/what-is-managements-role-in-innovation

Ishaque, A., & Shahzad, D. K. (2016). Impact of Internal Marketing on Employee Behaviors: Mediating Role of Employee Job Satisfaction. . Abasyn Journal of Social Sciences, 9 (1), 233-250.

Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees. Journal of leadership & organizational studies, 21(1), 71-82.

Sudhakara, G. P. (2015). A Review of Conflict Management Techniques in Projects. Brazilian Journal of Operations & Production Management(12), 214-232.

Veronesi, J. F. (2009). Is Your Workforce Engaged to Be Satisfied? . Home Health Care Management & Practice, 21 (2), 124-126.

Voegtlin, C., Boehm, S. A., & Bruch, H. (2015). How to empower employees: using training to enhance work units’ collective empowerment. International Journal of Manpower, 36 (3), 354-373.