Week 1 Discussion
There is no question here that every organization’s human asset is the main intangible asset. Human assets, not fixed or material assets, distinguish a company from its competitors in today’s dynamic and constantly changing business market. Today’s knowledge economy is characterized by the most significant and robust component that separates one business from another: human resources or assets. Employees who leave an organization can be physically replaced. However, their knowledge or skills cannot be exactly substituted by the person who replaces them. Each person has a distinct level of ability and experience. The decision-makers in business are fully aware that employee skills make up 85% of a company’s assets. The speed and growth of the companies depend on the effectiveness and talent of employees.
Human resources are the most precious, and management has a tremendous influence on a team member’s performance in a company. Motivation is one type of leadership, whether in rewards, advancement of positions, or just applause for individuals. Motivation includes biological, emotional, social, and cognitive elements which trigger the conduct of our individuals. There are numerous reasons why motivation for employees is vital (Berlin & Adams, 2017). Mostly because management is capable of meeting the firm’s objectives, companies might be put in a very hazardous situation without a motivated workplace. Motivated staff may improve productivity and enable an organization to attain better levels of performance. Just imagine a worker who is not motivated (Rožman et al., 2017). They will probably take time to surf the internet at their workstation for personal enjoyment or perhaps find another job, so it is a waste of your time and funds keeping them in the company.
Leaders can quickly become involved in your work requirements and lose sight of their staff’s interests. As a result, employees start losing confidence in leaders who view themselves as self-absorbed, complacent, and self-concerned. A leader must continually equip his staff with the skills and resources to succeed. Employees are irritated when their managers suffer inconsistency. Effective leadership has to know a leader’s style and approach and understand the features, trends, strengths, and how they wish to lead employees (Rožman et al., 2017). The absence of abilities in listening is one example that illustrates human resource is not the most valuable resource. If a leader does not listen to a subordinate, they never will comprehend their wants and feelings. It, therefore, produces a lack of motivation for work and adversely affects a team member’s performance and morality.
Conversely, suppose leaders look indifferent to what their workers are most concerned about. In that case, they diminish their worth and ignore their unparalleled views. Diversity of mind is the new normal. Employees are frequently obliged to retreat when they feel that their bosses do not create a safe atmosphere for them to speak up (Shen et al., 2020). When leaders view diversity as opposition rather than a chance, it is essential to reorient their vision. The success of leadership is mainly for those around who desire to continue with their achievement Shen. Only when leaders invest in their staff is that feasible (Shen et al., 2020). Failure to make this investment is a symptom of their leader’s insufficient worth. Leaders must constantly demonstrate a genuine desire and willingness to build on their connections with employees to improve a healthier company.
In conclusion, the leadership lesson I learned is that leaders should invest in their employees because they are the most critical resource in organizations. Moreover, leadership practices should be geared towards motivating employees. Organizational perks should be included as motivating factors in employee overall motivation.
References
Berlin, C., & Adams, C. (2017). Production ergonomics: Designing work systems to support optimal human performance. Ubiquity Press.
Rožman, M., Treven, S., & Čančer, V. (2017). Motivation and satisfaction of employees in the workplace. Business Systems Research: International journal of the Society for Advancing Innovation and Research in Economy, 8(2), 14-25.
Shen, N., Au, K., & Li, W. (2020). Strategic alignment of intangible assets: The role of corporate social responsibility. Asia Pacific Journal of Management, 37(4), 1119-1139.
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