How do we build a system that aligns the interests of the
employee, the employer, and the state in one direction?
Introduction:
Employee satisfaction and productivity are often the result of an
integrated system, not just a decision by a manager or an institution. This
system has a positive impact on the employee, the employer, and the country.
First – Unanswered Questions:
1. Is a happy employee not a cost, but an investment that multiplies
profits?
2. An organization wants to raise salaries but operates in an economy
suffering from high inflation and instability?
3. An organization wants to expand and hire more employees but faces
complex procedures or a discouraging investment environment?
4. An organization wants to train its employees but operates in a country
with a weak education and training system?
5. Is employee happiness solely the responsibility of the company, or is
it a shared responsibility between the state, the organization, and society?
6. How do we build a system that aligns the interests of the employee, the
employer, and the country?
7. Have you ever asked yourself why some organizations achieve exceptional
results despite not paying the highest salaries in the market?
8. Is the failure of some organizations to create an attractive work
environment for employees solely a result of management decisions, or is it a
reflection of broader economic, educational, and social policies?
9. Is an unproductive employee the reason for the weakness of the
institution? Or is a weak institution the reason for the weakness of the
employee? Or are both of them a reflection of an economic, educational and
legislative environment that needs development?
Second – Questions and Answers:
When can an employee enjoy
their job?
1. Enjoying work doesn't mean the job is easy, but rather that the
employee feels their work has value and that the work environment helps them
succeed, not suffer.
2. When several factors are present, including clear roles and
responsibilities; knowing precisely what is required of them; not experiencing
confusion or conflicting instructions; feeling appreciated and respected;
seeing their efforts valued; receiving fair feedback; a balance between effort
and reward; a suitable salary; fair incentives; opportunities for advancement
and development; and good interpersonal relationships.
How can we make an employee
work more with satisfaction?
Providing a supportive, safe, stimulating, and healthy work environment;
offering some additional benefits within a framework of job fairness.
Does enjoying work mean
error-free productivity?
No – a person remains human, no matter how happy or motivated they are.
However, enjoying work often leads to: fewer errors; increased focus; reduced
absenteeism and employee turnover; improved work quality; and increased
initiative and creativity.
Does a happy employee not only
work more, but also work better?
Yes, he is more committed, more
loyal, more creative, better at solving problems and cooperating with others.
Are some organizations in
certain countries unable to provide employee benefits due to poor government
policies?
Yes, to some extent, there are companies that want to improve their
employees' lives but operate within a restrictive environment, such as:
1. Excessive bureaucracy. Difficulty in obtaining funding and investment.
2. Economic instability. High inflation. Burdensome taxes or fees.
3. Weak infrastructure. Unclear or constantly changing laws. Inadequate
education and vocational training.
4. The employer finds themselves struggling to survive, making it
difficult to offer benefits.
Conversely, some organizations
operate in challenging environments within difficult countries, yet still
provide benefits to their employees?
Yes, this is an exception. They provide a humane work environment, invest
in training, implement fairness and transparency, and gradually improve working
conditions.
Conversely, some organizations
operate in stable and developed countries but fail to treat their employees
well despite having the means?
Yes, this is also an exception, often due to internal company policies or
the ownership structure.
Is it true that some Japanese
organizations prioritize employee and family well-being? Yes, this is one of the secrets to the success of many
Japanese organizations, although it varies from company to company. In a number
of large Japanese companies, we find a focus on the following:
1. Employee healthcare. Family health insurance. Social and sports
activities.
2. Support for education and training. Work-life balance programs.
Childcare assistance.
3. Providing housing or housing support in some cases. Family celebrations
and social events.
The main idea:
1. An employee who is psychologically and family-wise stable is more
capable of focusing, being creative, and being productive.
2. Some companies view the employee as a long-term partner, not
just someone who performs a task for a salary.
Does the Japanese government
have a positive influence on organizations working to make their employees
happy?
Yes, but it is often an indirect role. The government doesn't tell
companies to make their employees happy, but it establishes laws, policies, and
a corporate culture that encourages this, such as protecting workers' rights.
It has established laws regulating working hours, vacations, insurance,
occupational safety, and compensation—in other words, a procedural and
regulatory guide.
Third – In Conclusion:
1. Investing in employees is not an administrative luxury, but a
sustainable growth strategy.
2. The more you invest in your employees, the more your employees will
invest in the success of your organization.
3. The equation is simple: a good state + respected institutions +
qualified employees = higher productivity and stronger development.
4. Successful organizations don't build their profits solely on
machinery or capital, but on the people who manage these resources and
transform them into real value.
5. When employers feel that valuing employees increases productivity,
employees feel that the organization appreciates their efforts, and the state
recognizes that this boosts economic growth, everyone wins.
6. The best government policies will not achieve the desired
results if the organizations themselves do not believe in the value of human
beings and do not invest in their workforce. Similarly, the best corporate
policies in an unsupportive country will not achieve their desired outcomes.
7. Investing in employees is not an administrative luxury, nor is it a
secondary item that can be dispensed with at the first sign of financial
crisis. Rather, it is one of the most important investments any organization
seeking growth, stability, and excellence can make.
8. Many countries that have achieved significant economic leaps did not
begin by reforming only companies or employees, but rather by aligning the
state, the labor market, education, investment, and institutions in a unified
direction.
9. From a broader economic perspective, we can view it as an
interconnected system: (The government creates the environment. The investor
creates opportunities. The organization manages resources. The employee
produces value.) When one of these elements weakens, the others are affected.
The most important
relationship that developed countries have recognized:
In the past, some organizations asked, "How can we make employees
work harder?" Modern organizations now ask, "How can we make
employees more comfortable, stable, and productive?" When an organization
succeeds in this, productivity, quality, innovation, employee loyalty, and
organizational reputation all increase.
Research and preparation by
Badr Al-Din Ahmed
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