Relationship of Employees Work Habits and Level of Performance

CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

Introduction

The acceptance of responsibility is important to the success of a performance improvement initiative. For some workers, especially independent professionals, there is an almost automatic expectation that they are committed to high performance standards and to the importance of meeting customer expectations. It is their business, and success rides on their performance.

However, for other workers, it is often expected of them to put forth a minimal effort or to be indifferent to the performance of their unit. The goal, of course, is to transform the latter attitude to the former.

Risher and Fray (1995) said that realistically, lackadaisical or indifferent workers developed their negative work habits over a long period, events throughout their lives contributing t their outlook today. For many, their work experience has instilled a deep-seated distrust of management or hostility towards supervision. This is almost inevitable in an “us versus them” environment, and organizations have found it difficult to develop more positive working relationships. These relationships have evolved and been reinforced for too many years. The problems will continue to surface and adversely affect operations.

Nevertheless, the belief is strong that people would like to do a good job, to be viewed by co-workers as valuable contributors, and to have opportunities to develop and use their full capabilities. The more success they experience, the more they want. In contrast to the counterproductive performance of workers in some situations, this is a very optimistic view of human nature. Yet, in most instances, workers demonstrate a strong commitment and acceptance of unusually high work standards. People are not born with an innate reluctance to be cooperative. Moreover, it is illogical to assume that only certain types of workers want to be successful. It is likewise uncertain that certain work habits can lead to better...