Satisfaction and stress in the workplace
NIGHT WORK: Satisfaction and Stress in the workplace
Abstract - This paper shows how important the efficient management in the workplace, especially in the third round, as a model for evaluating different management can positively influence the satisfaction of workers, mitigating the negative effects of night work and ensuring a healthy work environment, safe and productive. Studies show that shift work can have a number of problems in the life of the worker, since this changes the period of sleep and wakefulness in a manner contrary to human nature. Regarding the negative effects of sleep deprivation, may be mentioned problems imprint biological, psychological and social being that in the long run, these problems can lead to the low productivity, motivation, quality, safety and employee satisfaction.
Keywords: Motivation, Leadership, Third Shift.
Area of Knowledge: V - Satisfaction and stress in the workplace.
Johnson & Johnson since 1943, brings a philosophy based on a letter they call "Our Credo," which defines its accountability to consumers, employees, community and shareholders. The paper argues that the company should go beyond simply making and selling its products and must be applied at any time in the search for more adequate answers to the problems of day-to-day company.
In search of recovery against the competitive market in the mid 70's and 80's, Johnson & Johnson fiercely invests in technology to emerge, however, runs away from his principles, when it ceases to look for their employees, says Nilson Salustiano Gomes, director HR: "We started to believe more in technology than in people." Brands bitter soul of Johnson & Johnson, coming in the 90s, came internally, factories were closed or sold, discontinued product lines, people laid off. No wonder, then, that Johnson & Johnson company has become a nervous, stressed.
Earlier this decade, Johnson & Johnson had greatly changed to fit the new times - but not enough. "We had to change more," says Jose Antonio Justino, president at company headquarters in Sao Paulo, in office since early 2000, when he was transferred from Colombia. To restore the original luster of Johnson & Johnson. Some changes directly affect people's moods: - the end of the suit and tie and a curfew for 18 hours so that nobody is beyond the office hours.
The other decisions stirred the heart of the business and the way people worked. For the President, the recovery of Johnson & Johnson would depend on the involvement of the entire company in change.
In fact, he brought no new theory. Dozens of gurus are saying the same thing since the middle of the last decade. Robbins (1998), defines "engage the employee" as "a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the success of the organization."
The President was back to Brazil for a month and proposes its first major meeting as leader of the 76 top executives of Johnson, for three days, and had as its mission to answer two questions:
What we are doing we need to stop doing?
What we are doing we need to do?
|Focus on more profitable product lines.||Reduced the complexity of business management - a major source of stress and dispersion of efforts.|
|Achieving sales of one billion dollars.||It will be an increase of almost 35% over 2001 numbers (directory data best and biggest magazine Exam .)|
|Changing the way people work.||Example: the shopping area. - "Who sold tampons did not know what was happening with the toothbrush," finally, the same official who goes to Carrefour is prepared to offer all the products Johnson & Johnson.|
|Pay up the system - dubbed oder to cash - the request to the billing||Employees come to think of all the steps involving the client.nts|
|Eliminate unnecessary activities - between sales and collection activities are carried out 5500 - about 30% of them do not add value to the business.||Created a multidisciplinary group with the task of eliminating them.|
Table 1 - M ETAs Established versus their Achievements
These changes are intended to show a new image of Johnson & Johnson to market. But more changes were highlighted within the organization itself. The open style of communication of the President - Justin makes breakfast for a month with officials. He said the conversations are similar to those commands with members of the board. Are common questions such as: - Why does not complain? Why our price is high? The President replied, and with it, gives the example of the rule with him is to think together and do together. "He turned the company belief that people should be involved in decisions." Among several changes, was created an area dedicated to design the new positions that emerged after the reorganization in cells. The position of the seller, for example, gave rise to the manager of the business. Besides the new name, this work also needs to be assessed and paid otherwise. The variable of each now depends on the results achieved previously agreed. Besides technical skills, emotional well count. "We want to know how technical skills are used." Finally applied the theories of motivation and leadership.
Applying the Theory of Motivation
In modern philosophy, is to motivate a person to give meaning to their activities because the motivation is the force that impels us to act. The motivation is contained within their own people and can be widely influenced by sources external to the individual or company in the work itself. Intrinsic motivation and extrinsic motivation should be complemented by managerial work. Both can not be left to chance, just at the mercy of events, they can be fully understood by the manager and used as a fulcrum to leverage people's satisfaction.
Since the 50s, research on human behavior have revealed that different needs motivate people both at work and personal life. Identify and help satisfy those cravings get the best from each individual. Several theories of motivation assume that, through appropriate incentives and opportunities, and motivated people work with enthusiasm.
It is often questioned who is responsible for motivating people, in fact, the motivation is contained within the people themselves and can be largely influenced by sources external to the individual or his own work in the company.
Applying Leadership Theory
The act of leadership is related to knowing how to win people over in order to lead them to reach their full potential. In a phrase Carteton Fiorina (in: KEEGAN, 2005) says: "The leadership in this new scenario no longer means to control the decision-making. We have no time to control it. It means creating the right environment. It means training, empowerment. Means to establish guidelines and boundaries and parameters and set people free. "To lie," Carteton Fiorina is a newly formed University of Massachusetts, this expression represents a new vision that have new managers. "
The study of leadership, according to Robbins (2001), can be summarized in five key variables: the effectiveness of leadership, character and style of leader, follower characteristics, leader behavior and context of leadership. The table below shows that the direction of the study on leadership. Is there a difference between leadership and management. The leadership is about coping with change while management is related to the creation of order and consistency, says Robbins (2001). Leadership comes in a given situation within a social structure, when it appears with broad vision and lead people to walk towards the same goal, while management plans and assembles the structure to achieve specific goals.
Most studies focus on the influence of the leader of his group, however, others focus on the organization. In saying that Jose Antonio Justino, president of Johnson & Johnson is an effective leader, is taking measures of effectiveness of the organizational level.
Johnson & Johnson in Brazil
Johnson & Johnson arrived in Brazil in 1933 to meet the need of the market with domestic and hospital products. Before these products were imported. Today, Johnson & Johnson in Brazil is one of the largest affiliates outside the United States.
When inaugurated in Brazil, brought the philosophy that determined and supported its projects in other countries for nearly half a century: quality and innovation.
The first Johnson & Johnson in Brazil was inaugurated in São Paulo, on the river Tamanduateí in the neighborhood of Bristol. Since then has been developing, investing in manpower training, infrastructure, structure, informing and gaining the credibility of its customers, making Brazil capable of producing their own products such as surgical supplies and hospital, always bringing new products, entering market pioneering products and quality on the market, why is highlighted.
The Company launched products capable of changing personal hygiene habits and influence on improving the health of the population. As an example, the launch of Kotex, absorbent feminine, that changed the thinking of the Brazilian woman, the disposable diaper in the 70s, the concept of improving hygiene for babies, and in 1984, the launch of sunscreen SUNDOWN, making for discussion of the need for sun care.
With constant growth, the need arose for a new installation, because Johnson & Johnson on the banks of the River Tamanduateí, shown to be insufficient to meet the needs. In 1954 was inaugurated the Industrial Park of Johnson & Johnson in Sao Jose dos Campos, who is currently responsible for all production in Brazil and is the largest industrial park in Latin America, with 910 thousand square meters and where it is kept Research Center and Technology (CPT), which seeks new methods and manufacturing processes to meet the Latin American market.
The " Our Credo "
In 1943, Robert Wood Johnson, son of company founder, wrote a letter of principles, called "Our Credo," defining it through the company's responsibilities towards its customers, employees, community and business objectives acionistas.Assim follow this order of their priorities. Putting consumers first, the Creed was a new concept in business management. The paper argues that the company should go beyond simply making and selling their products. This letter covers issues that determine the peculiar culture of Johnson & Johnson, as the environment and social responsibility, even before this theme to be treated by other companies.
The writer argued that the commitments should always described by all members of the company, even as a response to solve everyday problems. And today these values ??are present in offices and factories of Johnson & Johnson worldwide.
There is great concern always verify through research, if these values ??are still present and being implemented by staff, serving as a parameter to the senior management outline actions for the future of the company:
"We believe our first responsibility is to the doctors, nurses and patients, to mothers and all others who use our products and services. To meet their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Applications for our customers must be serviced promptly and accurately. Our suppliers and distributors must have the opportunity to make a fair profit.
We are responsible to our employees, men and co mulheresque Nosco working around the world. Each should be considered as an individual. We must respect their dignity and recognize their merit. They should feel secure in their jobs. Compensation must be fair and adequate working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family responsibilities. Employees should feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management, and their actions must be just and ethical.
We are accountable to the communities in which we live and work, and to the world community. We must be good citizens - support good works and charities and bear our fair share of taxes. We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources.
Our final responsibility is to our shareholders. Business must make adequate profits. We try new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created for adverse times. When we operate according to these principles, our stockholders should realize a fair return "
Results Obtained in Enpresa
It was from their involvement with their employees, the President of Johnson & Johnson, bought the brightness of the company, who have long walked hidden. It made its employees reflect and believe in what the company put the mission, the "Our Credo". People are what the company has more value. And they believe in the goals of the organization, it must be believed.
From the time that employees are forgotten, or do not receive the amount due, they are no longer compromised, resulting in the fall of the performance standard. And for the achievement of results is necessary that goals are established. That's how Johnson & Johnson gained positive changes, causing the employees were committed to the values ??of the organization.
The President encouraged the motivation of its employees, when he allowed these could participate in decision making and suggest improvements. And with that obtained among others the following results:
· Soul lighter - more friendships and celebrating victories
· From 2001 to 2002 the company grew 12% in sales.
· Maintained the market leader in several product lines
· The satisfaction of employees rose by 9 percentage points in the climate survey conducted by the multinational in all units.
· Brazil is equated to Colombia, which had the best score of Latin America.
It is believed that motivation and leadership are directly related to each other and are directly related aspects of people's attitudes and the organization. Jack Welch, former chairman of GE, states that: "being a leader is to help others grow and succeed." It is so inspiring and believing in leaders like these to be by acquiring skills to better perform the duties as Managers of People.
As discussed in Johnson & Johnson Case, from the time that people in an organization are set aside, to be valued and the administration loses focus of its mission the development of the organization ends up compromised and undermined. The rescue of the company depends on the competence of the leader, will lead to situação.E so that people have value within the company, the leader must share this vision, taking them as a fundamental part of the whole process of the company.
Gonçalves, Christine. achievements of Johnson & Johnson . ADC News, New York, 158., Jun. In 2005. Available at: < http://www.adcnews.com.br/ >. Accessed on: 21 June In 2005.
JOHNSON & JOHNSON. Meet the Johnson & Johnson. Sao Paulo, jan. 2002. Available at:
KEEGAN, WJ Global Marketing. 7. and d. New York: Prentice Hall, 2005.
Magazine S / A, No. 56, p. 30 06.03.2003.
Robbins, SP Organizational Behavior . 8. and d. Rio de Janeiro: LTC Publishing, 1998.
ROBBINS, SP Administration: changes and perspectives. New York: Scott, 2001.
If you are the original writer of this essay and no longer wish to have the essay published on our website then please click on the link below to request removal:
comments powered by Disqus