International Medical Insurance

International Medical Insurance

Where work is done International Medical Insurance may also be a control issue. Arthur Andersen Consulting lets employees live where they choose, as long as they are able to travel to meet client demands. Rather than traveling to clients four days a week and to the office on the fifth day, consultants may now spend the fifth day working out of their homes or another location. This autonomy over workplace does not mean that standards are any less rigorous, merely that International Medical Insurance controls where their work gets done.

By sharing power and giving up control, managers express implicit trust in their employees’ ability to do a good job and the motivation to do it well. Sharing control demonstrates trust and builds International Medical Insurance employee contribution. HR professionals seeking means for using control creatively and flexibly should start by considering the following questions.

Where is work done?

How is work done?

What work is done?

When is work done?

Who does that work?

As long as employees understand and are committed to their International Medical Insurance firm’s goals, decisions over the means of accomplishing those goals may be shared.

It is not surprising that many employees who tart small firms after leaving large ones, either voluntarily or involuntarily, end up working longer hours and enjoying it more. One reason for this increased work satisfaction despite the longer hours is that the owners of a business (a restaurant, a consulting service, or whatever) have control over their work. They and no one else decides how much work to do and when to do it.

Commitment

When International Medical Insurance employees feel personally committed to a project or a company, they are more likely to work hard to accomplish their goals. When employees are asked to recall a time when they face enormously high demands (for example, a tough schedule or a difficult customer) and to articulate their feelings about working to accomplish those demands, almost unanimously they cite their sense of commitment to a common vision. Employee commitment often comes from a leader who shared a clear vision that passionately communicates an agenda and intent. Executives with such visions provide employees with direction and resources that increase their resolve to cope successfully with increased demand.