Work and Family: Introduction and Conclusion needed

Running Head; WORK AND FAMILY 1

WORK AND FAMILY 2

Work and Family

LaShanda Poledore

ENG/100

February 4, 2019

Instructor Jenny Mark

Work and Family

Thesis Statement

Human resource managers can improve the productivity of their employees through three main pillars of the servant leadership model. Using the model, new organizations should embark on providing adequate family leave, work at home days, vocational and sick time leaves.

Adequate family leave

All employees are part of a family or are heads of families before they even get to work matters (Liden et al., 2014). Experts in occupational psychology have for some time asserted that employees are more concerned about family issues and that employment engagements are only secondary to their lives (Liden et al., 2014). Cognizant of these employers should strive to ensure that they allow their staff time to attend to matters of family. Mothers should be allowed time with their kids based on their great responsibility to rear kids. The same applies to fathers who would want to spend more time with their fathers. Allowing employees more time to spend with their families will give them positive feelings towards themselves and towards the organization and the employer consequently resulting in corporate responsibility and so productivity (Liden et al., 2014). Good relationships between the employee and employer based on this provision occur in healthy families and as a result psychologically health and therefore more efficient in the place of work. Further, more professionals are attracted to the employment sector and mitigate the frustrations people have gotten from cold and inhuman employers.

Work at home days

Another way of enhancing the comfort of employers at the workplace is allowing them to have worked at home days. This entails the change work venue to add taste and motivation of employees which at the end makes them happier about their works (De Clercq et al., 2014). The modern-day working scenario is such that the physical presence of employees at the workplace is not mandatory owing to the widespread use of technologies in the employee execution of daily tasks. This can be facilitated through the use of chat groups, Skype to attend meetings from different geographical positions (De Clercq et al., 2014). The change of the working schedule will allow employees to work at their most comfortable positions where they can fully exploit their potentials. This kind of an arrangement further makes employees feel the management is considerate of their welfare and consequently develop responsibility towards their work and their employers. This way the organization now has a productive and happy workforce for organizational efficiency.

Vacation and sick time

All employees are human, and human beings are prone to illnesses that may incapacitate them with others lowering their vigor and spirit to function as expected. Additionally, continued working eventually wears down employees making it necessary that they take a break to recuperate and add more energy and vigor. As such, human resource management that is considerate of the welfare of their employees will allow their staff to have someday outs. Labor activists have pushed that employers give full payments to employees in times they are sick and accord them enough rest while scheming the remuneration packages (Albrecht et al., 2015). Overworking employees have been associated with low productivity as employees develop negative attitudes towards work and the employer lowering their efficiency as a result (Albrecht et al., 2015).

References

Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434-1452.

De Clercq, D., Bouckenooghe, D., Raja, U., & Matsyborska, G. (2014). Servant leadership and work engagement: The contingency effects of leader-follower social capital. Human Resource Development Quarterly, 25(2), 183-212.

Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.