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(i) Create a congenial work atmosphere and pleasing surroundings, arrange for better job facilities by having better tools and appliances and faultless raw materials. These will improve working capacity; develop enthusiasm and a sense of loyalty towards the organisation. Work satisfaction not only instills a sense of responsibility in an employee but also creates a feeling of belongingness, of being wanted, and gives them psychological satisfaction.
(ii) Provides abundant opportunities for and better prospects of personal advancement through promotion and growth in abilities through training and development programmes, and various other methods of job satisfaction.
(iii) Recognise the worth of quality control, reduction in cost, full attendance at work exemplary safety record, maintenance of discipline, and co-operation with the management in difficult times. Praise, appreciation and a word of thanks should be liberal when due.
(iv) Delegate authority commensurate with responsibility and allow complete and active independence to employees. In other words, let them develop the feeling that they have a role to play in the total productive effort; that they have personal responsibility for the accomplishment of certain task; they are personally involved in their work; and that they are an important part of the organisation and not merely cogs in the machine which may be replaced at any lime.
® Give an opportunity to employees to realise their need for status, position, prestige, for directing or ordering others as to what is to be done, for being admitted in the inner group. All these will satisfy their "ego" needs.
(vi) Give personal attention to the problems of your subordinate whether they arise out of his job environment or are of a personal nature, by giving them sympathetic consideration, patient hearing, proper counsel, and suggesting alternative proposals for their solution.
(vii) Establish, implement and utilise a proper machinery for the speedy removal of the grievances, complaints and dissatisfaction of employees. Any neglect of this may lead to a sudden outburst which may seriously impair the value of the relationship between the employer and the employees. The importance of grievance redressal procedure should not be underrated in improving industrial relations.
(viii) Have a well-planned communication system so that any changes in the organisation may be known to employees and their views and reactions assessed.
(ix) Keep the satisfaction of the common interests of the employees in mind and frame policies accordingly. This will ensure the smooth running of the organisation and make for the achievement of the desired goals. Eschew favouritism and nepotism, and avoid discrimination on grounds of caste, community, sex and religion, for these lower the employee's interest in their work.
(x) Foster a democratic and permissive climate, i.e., get the work done by consultation, suggestion and participation rather than by resorting to authoritarianism, dictatorship, autocracy, and coercion. Encourage participation in decision-making by giving your employees a "say" in the affairs of the organisation, so that they may have an opportunity to develop and grow, and thus improve their morale, skills and abilities. This participation, however, should be real and not a sham. A real participation may yield handsome dividends; a phony participation is apt to be more of a liability than an asset.
(xi) Develop a positive attitude towards life and the organisation. Change the old assumptions, for they might not suit the changing circumstances. Believe that workers can do and accept responsibility provided that a suitable environment is created for the purpose.
(xii) Provide an enlightened leadership and set examples by your own actions, and do not preach. Action is far more significant than words; therefore, when a procedure, policy or practice is laid down, you should faithfully follow it, both in letter and spirit.
(xiii) To influence others and win their confidence, it is essential to cultivate the qualities of honesty, integrity, truthfulness, loyalty, fairness, firmness, broadmindedness etc.
(xiv) Develop a sound wage and salary plan since good employee morale and a fair and reasonable wage and salary are complementary to each other. Fair and just remuneration will give employees a reasonable standard of living and ensure their loyalty and continued good work.
