Making Progress in Working Can Help People to Do Their Work Better

by Sharon Clara on Sep 12, 2010

While back from holidays, people will try their best to focus on work again. In the previous articles I have share some tips about how to go back to work, but I finally find that it is not the work that sucks, but don't know what to do. In a magazine I have read, quoting a survey (the sample includes 600 managers from different companies, and diaries from over 12,000 employees) about how the leaders think about what makes employees enthusiastic about work in the workplace, choosing among factors such as recognition, incentives, interpersonal support, support for making progress, and clear goals. The factor recognition comes out number one. But the truth is ”“making progress. Every day I will make a list of what I'm going to do throughout the whole day in office. And then I will try my best to finish them, which allows me to focus more on my work and do it well, instead of on the things irrelevant. Actually when I'm more focus on my work, I can notice some slight mistakes that I ignore before. On the other hand, it can also enforce me to think about how I can do it best and faster, if possible. In the article, it also presents the idea that making progress in one's work, including incremental progress, is more frequently associated with positive emotions and high motivation than any other workday event. If you have ever put attention to your emotion, you may find that while working with positive emotion, we are more likely to focus, and more willing to improve our work. In the analysis of the survey, it shows that when people find that they are making progress in their jobs, or when they receive supports which help them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak. But on the other hand, when they feel they are spinning their wheels or encountering roadblocks to meaningful accomplishment, their moods and motivation are lowest. While I'm checking each task off the list for the day, I will evaluate them how much time I will need for them. Then make a time table. There will be some blank between two tasks in the list which allows me to take some break and relax myself. During the time, I can also get down to review the work I have done and think whether there's anything I can do to improve it ”“if possible, I will try to find the way that I can finish it with less time ”“then I can do some other things, which may make bigger progress. Besides, it also is the reserved time for emergencies. It helps in preventing me from catching in a dilemma of not finishing the tasks. Managers can be of great influence in it. They can facilitate or undermine progress. They can provide meaningful goals, resources, and encouragement, and they can protect their people from irrelevant demands. Or they can fail to do so. If the latter happens, it may cause a setback, which can cause the negative emotions among his workers, making it a worst day; they will end the day with negative emotions ”“making little progress to their work, and to the company ”“it can't be good enough to a company. People work in the positive emotion will make them more willing to work better and make progress in their works, which creates a virtuous cycle of achieving positive emotions. Managers can be a great influencing factor in this cycle. If they can provide proper support to their people and they will be rewarded with a highly motivated workforce.

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