EMPLOYMENT

 

Post 462 -by Gautam Shah

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DESIGN OFFICE EMPLOYMENT

32764090862_e45eac0600_zThe relationship between the employer and employee continues to evolve. The primary conditions of employing a person such technological relevance, equipments, nature of projects, economics of resources deployments, personal efficiencies, work culture, all change with passage of time. Over the years, the employer and the employee begin to see each other very differently. The employment -the process of being employed is continuously questioned. It has two facets: an employee wishes to cease working with the employer, or the employer wants to terminate the employee. However, both the employer and employee are handicapped by other factors.

Drafter_at_work

When an employee wishes to cease working with the employer, the reasons are: insufficient motivation, unsatisfactory compensation, lack of promotion, any other personal (psychological or physical) reasons, or better prospects elsewhere. The options are: Change of employer or Renegotiation of terms of employment.

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When the employer wants to terminate the employee, the reasons are: inability to reset with the changed circumstances, lethargy of advancing age, technological irrelevance of the skill, lack of experience, unviable pay-structure, lack of scope for promotion, unacceptable social behaviour, or resistance to relocate at a new location. The options are: demote the employee, or discharge the person through pre-contracted terms or legal processes.

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1 Employed Persons under the age of 30 have Positive operants in their favour, like: highest mobility -capacity to settle at any geographical location, works under most difficult conditions, and highest learning abilities. These qualities are very appreciated by all employers, and so desire to hire people either as a complete fresher or at less than 30 years of age (i.e. with 5/6 years of experience).

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2 Employed people before the age of 35 must gain the varied experiences and find the best long term employment, or plan own professional practice (self employment). Design professionals, by the age of 35 years begin to mature with sufficient work experience, personal contacts, and specialized knowledge, but also begin to have Negative operants like: reduced learning capability, lesser reorientation faculties, less motivation, less migration and reestablishment willingness.

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3 For employed persons, the ideal period, or the last opportunity for designers seeking to refresh the employment, is before the age of 45 years, because now all the accumulated abstract gains of the past (experience, expertise, know-how) can now be converted into promotion or other materialistic matters.

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4 Beyond the age of 45 years the chances of re-employment taper of drastically. Only way a designer can hope to shift the position is by joining another organization as partner, senior associate or a free-lancer. Such opportunities are very few, and would demand persons with outstanding competence and capacity to contribute.

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When an employee quits, the organization loses an asset, accumulated mass of knowledge and experience, personalized contacts, a proven mode of communication, secrets, patents procedures, formulas, etc.

 

Organizations are nominally unwilling to let a reasonably seasoned employee quit. Organizations set right the causes of dissatisfaction, and match their terms of employment to the enticing offer for shift-out.

When an employer wants to terminate an employee, there are many legal hurdles, though some of this can be met through monetary offers. However, instead of wasting efforts to surmount such hurdles, Employers try to assign a different role, retrain, relocate, assign different tasks, provide punishments, and curtail other advantages, to their employees, and coerce them quit.

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EMPLOYMENT

EMPLOYMENT

Post 286 ⇒   by Gautam Shah  →

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In an organization people worthy to be employed, come through many processes of elimination. The selection is substantially a discriminatory procedure. The eliminations occur on many grounds like sex, race, region of origin, age, language, social status, etc. Some selection methods though scientific, are not tenable under normal laws. Constitutions of many democratic nations, however overtly or discreetly override, provide, dictate or recognize ‘the reservations in employment’. This is due to certain historical effects and time delayed efforts to eliminate and correct them.

Elimination processes have TWO basic functions: FIRST, reduce the lot from which to choose, TWO select the most appropriate person out of the remaining manageable lot. The first function is so subtly carried out that often the applicants for jobs are never aware of it. As for example, an advertisement that appears in a language newspaper or media being accessed in particular town or region, would generate replies from that set of people, eliminating all others.

elimination processes

Selection of an employee based on following aspects:

  1. Objective requirements (intellectual): Skill, experience, training, work related abilities.
  2. Subjective requirements: Personality traits, initiative, speed of reaction, temperament, memory, power of reasoning.
  3. Physical requirements: Age, height, muscle power, health history, abnormality of body limbs and sense-abilities
  4. Other requirements: Past record, references, readiness to accept the terms of employment.

Tompkins square riot of unemployed 1874 NY

An Employer sees performance as a tool for future efficiency to be gained at a specific cost, whereas an Employee perceives performance as immediate compensation, personal fulfilment, future promotion and skill gain. Organizations relate the performance of an employee with the profitability. Management of the organization continuously monitor the performance of the employed person. This is more so in Design organization where human resources are very important assets, unlike in manufacturing units where productivity of machines and raw material costs have greater significance.

Performance of an employee is a product of many factors such as individual ability, personality traits, input effort, sincerity, perception of the role, motivating factors, etc. Yet, performance can be conditioned as the enhanced capacity to deal with more complex or new problems, share of responsibility, greater authority, etc. An employee can be motivated for gain, comfort, increased learning, or even enhanced motivation.

Job Discharge

The relationship between the employer and employee continues to evolve. The original conditions of employing a person such as the technological relevance, nature of projects, economics of resources deployment, personal efficiencies, work-culture, all change with passage of time. The employer and the employee begin to see each other very differently after a period of time. The employment -the process of being employed is reassessed by both. This has TWO facets: an employee wishes to cease working with the employer, or the employer wants to terminate the employee.

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EMPLOYMENT -1

Postby Gautam Shah (1- dt. 22/05/2014)

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Workplace Craft Profession Work Employment

For an Employer a potential employee has a specific and inherent capacity to perform. Employers believe that capacity to perform is to be gained at a specific cost for future efficiency. Performance capacity of employees directly makes up for the profitability of the organization.

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Performance is a product of learning capacity. It is measured by ability to recognize a stimulus or signals, understand them and to respond to them in the appropriate manner. The speed and quality of response depend on the type of motivation one may carry.

Employers hire people on the basis of factors such as individual ability, personality traits, capacity of effort input (physical strength), perception of the role, motivation, learning capacity, etc.

Production

Employment is the state of relationship between an Employer and Employees. One without the other cannot be perceived. Both must derive appropriate gain out of it. Both must continuously prove themselves worthy of their roles. These proofs must not only occur at regular intervals, but sometimes as a surprise too.

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Employees of the organization have different perception. They equate or relate the performance in terms of compensation and role promotion. When a person perceives these, he is well motivated, and may show increased learning capacity.

Employee Shanghai Chinese Restaurant Employer

When an employee finds that when there are insufficient motivation, compensation, recognition and promotion in an organization their performance remains static. They may even plan a change of a job. For a person who seeks a fresh position, it is time to take advantage of the real and abstract gains of the past, such as experience, personal contacts, specialized knowledge etc. These can now be converted into materialistic things. Such a plan, however, is related to the age of the employee.

Man Start Start Up Entrepreneur Career

A person comparatively young in age must move around seeking various jobs to experience the mechanics of employment. A person not so young will have to select between reduced appreciation of his or her role and security of reasonable compensation, or enhanced appreciation and uncertain compensation.

Connectedness Partnership Personal Businessmen

Workplace Imac Teamwork Business Computer

Beyond a certain level of age, re-employment chances begin to tapper off. An aged person, though well experienced, has reduced learning capability, reduced reorientation faculties, less motivation, less migration capacity and re-establishment willingness. An aged person though well experienced, may have out-dated knowledge base. An organization looking for consolidation of their business may promote a person from within their cadre, rather then hire someone who will takes time to attune to their work-style.

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Ideal age for job change is less than 32 years. At these age a person is ready to relocate, take a challenging position, is highly motivated and has reasonably fresh knowledge base. Between the age of 32 and 45 the chances of re-employment are less favourable. One needs to be extra ordinary in leadership qualities, daring and willingness to align with new work culture. Post 45 years of age chances of job change are very rare, unless one has positioned own-self worthy of invitation to join as associate or consultant. The age level of 32 or 35 is considered ideal to start a new venture of own.

When, an employee leaves an employer the organization loses an asset, accumulated mass of knowledge and experience, personalized contacts, a person with proven mode of communication, secrets, patent procedures and formulas etc.

Climbing Security Equipment Rope Safety Rappelling

When an employer wishes to remove an employee, there are many legal hurdles, some are convertible into monetary terms. Instead of wasting efforts to surmount such hurdles, employers try to assign a different role, retrain, relocate, assign different tasks, provide punishments, curtail other advantages, to their employees.

Job Professions Work Figures Fun Career Funny

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