Si­lence of dili­gent work­ers

It is un­der­stand­able that su­pe­ri­ors man­age many things and work un­der pres­sure for be­ing re­spon­si­ble for the success or fail­ure, but an ef­fec­tive su­pe­rior recog­nises the real work­ers and un­der­stands their in­ten­tions.

Hindustan Times (Chandigarh) - Guide - - INSIGHT - Prof Man­har Arora

Some­where at a work­place, a dis­cus­sion was go­ing on be­tween two em­ploy­ees. The dis­cus­sion was ca­sual but ad­dress­ing a crit­i­cal topic. The first em­ployee was up­set with the be­hav­iour of his su­pe­ri­ors. As he was ex­cep­tion­ally dis­turbed, he was ex­pect­ing some­one to be on his side so that oth­ers can re­alise that what had hap­pened with him was not fair and he does not de­serve it.

On the other hand the sec­ond em­ployee was lit­tle more ex­pe­ri­enced and ma­ture so he agreed to lis­ten to the first em­ployee. Con­tin­u­ing to their dis­cus­sion, the first em­ployee added that we un­der­stand that ev­ery or­gan­i­sa­tion is re­sult ori­ented and its em­ploy­ees make an at­tempt to be ef­fec­tive so that they can match up with the ex­pec­ta­tions of the or­gan­i­sa­tion. In th­ese at­tempts an em­ployee in­volves him­self so much in the as­sign­ment or project that some­times he looses his con­tact with the out­side world.

De­spite of the best ef­forts, ev­ery time one can­not de­liver bet­ter and im­prove re­sults, though su­pe­rior al­ways ex­pect the same with­out un­der­stand­ing that sit­u­a­tion and cir­cum­stances do not re­main same in all the projects. Above all our nine good things out of ten are ig­nored in front of one sin­gle fail­ure. It seems that ev­ery­day one has to prove one self’s worth to the em­ployer to re­main in the or­gan­i­sa­tion. It is very dis­ap­point­ing and de­mo­ti­vat­ing for the em­ploy­ees who are ded­i­cated to­wards the or­gan­i­sa­tion.

Why do not su­pe­ri­ors un­der­stand that it is not pos­si­ble for ev­ery­one to ex­press or show sin­cer­ity and hon­esty? Some em­ploy­ees posses ver­bal skills to at­tract and prove their loy­alty and gen­uine­ness, but what about oth­ers who are silent work­ers? Silent work­ers are ef­fec­tive as their main ob­jec­tive is to work and give re­sults in the best pos­si­ble man­ner. They have been proved to be pil­lars of the suc­cess­ful or­gan­i­sa­tions. It is very re­gret­ful that th­ese days in the cur­rent cor­po­rate cul­ture where show­ing more and do­ing less, pre­sent­ing more and de­liv­er­ing less has be­come the trend. It gives an im­pres­sion that real work­ers who be­lieve in fun­da­men­tal devel­op­ment are not en­cour­aged, in­stead the at­ten­tion is on the work­ers who have in­tro­duced glam­our at the work­place.

Are we go­ing off the track from our rich her­itage of work­ing cul­ture, where work was wor­shipped and work­ers were treated as in­stru­ment for wor­ship? It is frus­trat­ing for many of the em­ploy­ees like me who work day and night for the well­be­ing of the or­gan­i­sa­tion even by sac­ri­fic­ing fam­ily life. Though em­ploy­ees like me do not claim for the ap­pre­ci­a­tion but at the same time do ex­pect from su­pe­ri­ors who must un­der­stand our in­ten­tions.

Break­ing his si­lence the sec­ond em­ployee softly en­tered in the dis­cus­sion, say­ing that what­ever the first em­ployee said might be ac­cept­able in pro­por­tion but could not be ac­cepted in to­tal­ity. The emer­gence of the present cor­po­rate cul­ture is due to the im­pact of the busi­nesses those have bro­ken the ge­o­graphic bar­ri­ers and ex­panded them­selves in the big­ger and devel­oped mar­kets. The blend of tech­no­log­i­cal in­tel­li­gence and in­creased com­pe­ti­tions forced the busi­nesses to be de­mand­ing.

In that case, work­ers need to align them­selves with the pace of the busi­ness. In­tro­duc­ing glam­our in the cor­po­rate cul­ture is the rea­son to keep the en­vi­ron­ment vi­brant and young so that em­ploy­ees can en­joy their work­place. More­over, in­tro­duc­tion of new things and pro­cesses helps or­gan­i­sa­tions to re­main com­pet­i­tive in the mar­ket and im­prove the po­si­tion­ing of the or­gan­i­sa­tion. Work is still wor­shipped and work­ers are still treated as in­stru­ments of wor­ship, but style and con­cept has changed. It is agree­able that in some cases silent work­ers are not en­cour­aged, but on the other hand one must un­der­stand it is a com­pet­i­tive mar­ket. Just like or­gan­i­sa­tions de­fine their po­si­tion in the busi­ness mar­ket, in the same way an em­ployee needs to de­fine his po­si­tion in the or­gan­i­sa­tion only then he will be recog­nised and ap­pre­ci­ated.

It is un­der­stand­able that su­pe­ri­ors man­age many things and work un­der pres­sure for be­ing re­spon­si­ble for the success or fail­ure, but an ef­fec­tive su­pe­rior do recog­nise the real work­ers and un­der­stand their in­ten­tions. There are only few su­pe­ri­ors who are sight­less with their own success and do not take care of work­ers who con­trib­ute to their success. It is ad­vis­able to keep on work­ing dili­gently as a con­trib­u­tor till you are recog­nised. (Prof Arora is a Pun­jab-based ca­reer skill de­vel­oper with more than 15 years of busi­ness ex­pe­ri­ence. He can be con­tacted at aro­ra_­man­har@red­iff­mail.com)

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