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This site last modified on
December 13, 2008 |
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Element 2 of the Drivers of Change model:
People
Element
2: People and Behavior Theory:
William James of Harvard found that motivated employees work at 80 to 90 percent
of their ability while unmotivated employees work at about 20 to 30 percent of
their ability.
Hershey, Paul, and Kenneth H. Blanchard, Dewey E.
Johnson. Management of
Organizational Behavior Leading Human Resources. 8th ed. Upper
Saddle River, NJ: Princetice Hall, 2001.
A 1995 National Survey of Executives by the Healthy Companies Institute
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98 % Agreed Improving Employee Performance Would Significantly Increase
Company Productivity
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73 % Claimed that Employees Were Their Companies’ Most Important
Asset
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But In Ranking Priorities Listed People as 5th or 6th.
Robert H. Rosen with Paul B. Brown,
Transforming Business From the Inside Out, LEADING PEOPLE.
People
and Behavior theory is represented by the foundation of the organization because
nothing happens without people. Behavior
can take many directions. A large
number of studies have postulated different theories on human-work responses,
motivations and behaviors. If the
organization is aware of the theories of such people as Maslow, McGregor and
Herzberg, then they will focus on organic systems that make positive management
systems and culture. Otherwise,
they will live with the cost and problems of a mechanistic culture.
The purpose of this element of the model is to represent the
interrelationships between people and the work of the organization.
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Attorney
Fred
S.
Steingold.
“Motivating
Your
Employees.”
Hrtools,
Build
a
Better
Business.
2008.
1
Sept
2008
http://www.hrtools.com/training_performance/motivating_your_employees.aspx
Found
by
Kellye
D.
Perry
(TNU
2008)
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Here
is a
good
example
of a
paper
that
compares
an
article
(“The
10
Commandments
of
Workplace
Motivation”
by
Roxanne
Emmerich)
with
the
great
writers
on
motivation.
By
DEBORAH
IRONS
(TNU
2008)
Link
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Motivational
Leadership
and
Starbucks
By
Tiffany
Smith,
(TNU
2008)
Leaders
must
be
the
greatest
sales
people
of
all
time.
Jack
Welch
stated,
“Good
business
leaders
create
a
vision,
articulate
the
vision,
passionately
own
the
vision,
and
relentlessly
drive
it
to
completion”
(Hersey,
pg.79).
Leaders
are
not
just
born
with
the
ability
to
lead
they
are
inspired
by a
goal
or a
dream.
The
ability
to
attain
that
goal
is
what
makes
a
person
become
a
leader.
Leaders
are
the
people
in
an
organization
that
make
sure
everyone
else
is
on
the
right
path
to
accomplish
the
common
goal.
Leaders
do
not
have
the
capabilities
to
accomplish
the
dream
alone.
Leaders
possess
certain
characteristics
that
enable
others
to
achieve
that
dream.
Today’s
companies
must
incorporate
this
mindset
of
leadership.
Starbucks
is
an
example
of
what
other
companies
should
strive
to
mirror.
According to our text, “Managers must meet the needs
and
aspirations
of
the
follower”
(Hersey,
pg.2).
On
Howard
Schultz’s
first
day
as
CEO
of
Starbucks,
he
shared
his
vision
with
the
employees.
Schultz
did
this
in
order
to
empower
the
employees
to
be
part
of
that
vision.
He
enlisted
their
help
in
achieving
the
goal
he
had
set
forth
for
the
company
he
planned
to
build.
During
this
meeting,
Shultz
realized
in
order
to
achieve
this
dream
he
first
had
to
repair
the
moral
of
the
people.
In
the
process
of
expanding
the
company,
Shultz’s
wanted
to
make
Starbucks
an
enjoyable
place
to
work.
He
strived
to
attract
employees
who
would
enjoy
their
work
and
in
turn
would
perform
at
higher
levels.
The
management
team
sought
to
understand
and
meet
the
needs
of
all
the
employees.
One
of
the
first
steps
would
be
to
provide
full-time
benefits
to
part-time
employees.
The
employees
felt
that
this
provided
a
commitment
from
Starbucks
to
its
employees
while
reducing
turnover.
The
decrease
in
turnover
would
in
turn
provide
greater,
more
personal
customer
satisfaction.
Schultz
stated,
“Part-timers
were
vital
to
Starbucks,”
and
argued
that,
“providing
them
benefits
would
signal
that
the
company
honored
their
value
and
contribution”
(McGraw-Hill
pgs
4-5).
Shultz
continued
to
empower
the
employees
by
creating
a
Mission
Review
team.
Employees
were
to
speak-up
if
anyone
violated
the
mission
statement
of
Starbucks.
Through
hands-on
and
interactive
leadership
styles,
Starbucks
built
a
company
in
which
the
employees
shared
in
the
success.
The text states that companies, in order to be successful,
must
understand
the
goals
and
needs
of
its
people.
The
article
on
Starbucks
is
an
example
of
one
method
of
achieving
this
success.
It
is
extremely
important
for
leaders
to
get
the
buy-in
of
the
employees,
but
also
be
truly
concerned
with
their
needs
and
motivations.
Works
Cited
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Notes, Bytes, and Motivation:
Individual and Environmental Motivators in Music and
IT
By James Capozzi, Elizabeth Carter, Brant Goble, Ryan
O’Connell (TNU 2007)
Link
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How to Build Motivation Review
Janine Helton (TNU 2007)
In the article, “How to Build Motivation in Today’s Workplace,”
from the March 17, 2003 online edition of the Christian Science Monitor,
author Gregory M. Lamb discusses the growing problem of decreased
employee motivation within the American workforce.
He attributes the problem to factors such as increased
unemployment, few advancement opportunities, dwindling benefits, and
insignificant wage increases.
The result, he explains, is employee burnout, fear, and feelings
of paralysis. Lamb states
that in order to combat these feelings, human-resource experts suggest
that both employees and employers take steps in improving morale.
The article notes that studies indicate workers value a sense of
accomplishment in their work over a high salary, and that challenges
within their work serve as motivation.
It continues by explaining that unless handled properly,
incentives such as money or promotions can actually be
counter-effective. Likewise,
threats from management, especially in times of economic instability,
can cause employees to shut down and adopt a “survival” mode philosophy,
which is counter-intuitive to a “success” mode philosophy.
Lamb makes these practical suggestions for managing others during
difficult economic conditions:
monetary rewards should only be linked to performance; motivate
employees with praise for exemplary work; discover and work with
employees’ personal goals; and treat employees fairly and honestly when
making decisions in order to prevent motivation crises. The article
concludes with suggestions for employees to help improve their own
feelings about work during difficult times.
These include negotiating for benefits, networking, maintaining
visibility, and adopting a long-range vision.
The article by Gregory M. Lamb coincided in all points with the
text, Management of Organizational Behavior, by Hersey, Blanchard
and Johnson. Both sources
suggest that environmental perception plays a vital role in an
employee’s hopes for achieving personal goals, and both agree that when
employees feel frustration in goal attaining, motivation suffers.
Both sources suggest that a Theory X style of management that
includes the use of threats fosters divisiveness between management and
labor and results in de-motivated people. The article and text also
agreed that research indicates employees are looking for more than
monetary reward within the work experience.
Both stated that employees are often looking for a sense of
accomplishment in addition to a salary.
Likewise, both sources suggested that attainable challenges and a
sense of capability act as strong motivating factors for employees.
Finally, both sources stress the importance of honesty and a
sense of fair play on the part of management in order to build an
atmosphere in which employees are motivated.
They explain that once motivated, employees will want increased
work responsibilities and greater authority in making decisions relating
to their jobs.
Works Cited
Hersey, Paul, Kenneth H. Blanchard, and Dewey E.
Johnson. Management of
Organizational Behavior.
Upper Saddle River: Prentice
Hall, 2001.
Lamb, Gregory M.
“How to Build Motivation in Today’s Workplace.”
Christian Science Monitor.
March, 2003. <http://www.csmonitor.com>
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Motivation Key to Employee
Performance
(By
Kim Coleman,
TNU 2007)
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Merriam-Webster defines motivation as
“something that arouses action or activity.” For the parent, motivation
may mean getting a child to pick up his toys. For the teacher,
motivation may involve inspiring students to turn in assignments on time
or prepare for a test. For the cardi-ologist, motivation may mean
getting a patient to eat healthy or exercise. For the manager,
motivation “in the workplace [means] . . . get[ting] things done through
employees” (Accel-Team “Employee”).
In essence, an
examination of motivation is a study of “human nature itself” (Accel-Team
“Employee”). Theories regarding motivation in the workplace suggest a
number of driving forces ranging from the physiological, safety, social,
esteem, and self-actualization needs of Abraham Maslow’s hierarchal
theory to the hygiene-motivators of Frederick Herzberg’s theory
(Hershey, Blanchard, and Johnson 73). According to Maslow, “Man’s
behavior is seen as dominated by his unsatisfied needs” (Accel-Team
“Motivation”). In contrast to Maslow’s basis of needs or motives,
Herzberg theorizes that goals and incentives are the central components
of motivation (Hershey, Blanchard, and Johnson 69). Herzberg suggests,
“People work first and foremost in their own self-enlightened interest,
for they are truly happy and mentally healthy through work
accomplishment” (Accel-Team “Motivation”). Further, he differentiates
between animal needs, or hygiene factors—supervision, interpersonal
relations, working conditions, salary—and human needs, or
motivators—recognition, work, responsibility, advancement
(Accel-Team “Motivation”).
Hershey, Blanchard, and Johnson make a
direct correlation between the theories of Maslow and Herzberg by
identifying Maslow’s “physiological, safety, social and part of the
esteem needs
[as] . . . hygiene
factors” defined by Herzberg (70). Further, Maslow’s esteem needs are
split between Herzberg’s hygiene factors and motivators because esteem
needs can be either status or recognition needs, depending on whether or
not “the position one occupies . . . [has been] gained through family
ties . . . [or] personal achievement” (70). Clearly, Herzberg’s
motivators are closely tied to the highest need in Maslow’s
hierarchy—self-actualization—at which stage “man is totally absorbed in
order to attain perfection through self-development” (Accel-Team
“Motivation”).
Herzberg’s theory diverges from that of
Maslow in its course. While Maslow sees a person’s work somewhat as a
fulfillment of an inherent destiny, Herzberg sees it as an opportunity
to grow in which anyone can be motivated by job enrichment, or “the
deliberate upgrading of responsibility” (Hershey, Blanchard, and Johnson
71). Ultimately, Maslow’s worker reaches a place in life “characterized
by integrity, responsibility, magnamity, simplicity and naturalness”
driven by innate needs, while Herzberg’s worker reaches the ultimate
stage through a series of enrichments through external factors or
incentives (Accel-Team “Motivation”).
Despite the differences in their approaches,
Maslow and Herzberg suggest that people generally seek “security, social
systems, and personal growth” (Hershey, Blanchard, and Johnson 73). For
the manager to be effective in his own workplace, he will look for ways
to meet those basic needs in his workforce and motivate his people to
accomplish corporate goals. Clearly, motivation is critical to employee
performance.
Works Cited
Accel-Team. “Employee Motivation:
Theory and Practice.” Accel-Team.com. 10 August 2007.
http://www.accel-team.com/motivation/index.html
---. “Motivation Theorists and
Their Theories.” Accel-Team.com. 10 August 2007.
http://www.accel-team.com/motivation/theory_01.html
Hershey,
Paul, Kenneth H. Blanchard, and Dewey E. Johnson.
Management
of Organizational Behavior. 8th
ed. Upper Saddle River, NJ: Prentice Hall, 2001.
“Motivation.”
Merriam-Webster Thesaurus.
Merriam-Webster Online. 13 August 2007.
http://www.m-w.com/cgi-bin/thesaurus?book=Thesaurus&va=motivation
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Motivating Students
by Sean M. Alexander (TNU
2006)
The Spring 2006 issue of
College Teaching included an article by Anna D’Aloisio entitled
“Motivating Students Through Awareness of The Natural Correlation
Between College Learning and Corporate Work Settings.” The article
briefly discussed the difficulty that college faculty have motivating
students. By the author’s own admission, there were no grand
pronouncements or silver bullet theories. Instead, the author made the
case for emphasizing corporate and business applications regarding the
material covered in class.
The article describes many of the problems in “. . . motivating students
to participate in their own education. . .” (225) The article lists lack
of interest, laziness, social obligations, and a myriad of other reasons
to explain the lack of student interest. Ms. D’Aloisio recommends
professors try to motivate students by explaining how the assigned work
will directly benefit them in their future workplace. Once that
explanation is given, Ms. D’Aloisio believes students may be more
willing to modify their earlier resistance to a course.
Often, students who have a chosen career path experience difficulty in
completing classes that are not directly related to their major. To
combat this, Ms. D’Aloisio recommends emphasizing time management
skills, coherent writing, solid presentation skills, mastery of the
English language, and group cooperation as the main learning objectives
for student’s who take such a position (228). Doing so can provide the
motivation needed for all students to actively pursue excellence in
every course they take.
The article directly relates to Argyris’s Immaturity-Maturity Continuum
referenced in Management of Organizational Behavior (65). Traditional
undergraduate students rarely are considered the most mature of adults.
This immaturity might cause students to be more passive and unwilling or
unable to see the long-term benefits of every course taken. Therefore,
giving carefully designed instruction that emphasizes practical
application can help to engage the students. Clearly, students must take
the initiative to learn and retain course material. However, mature,
motivated professors and teachers can design lesson plans that engage
otherwise disinterested students.
Works Cited
-
D’Aloisio, Anna.
“Motivating Students Through Awareness of the Natural Correlation
Between College Learning and Corporate Work Settings.” College
Teaching
Spring 2006: 225-229.
-
ProQuest. Trevecca
Nazarene University Library,
Nashville, TN. 04 Oct. 2006 <http://www.proquest.com>.
-
Hersey, Paul, Kenneth H.
Blanchard, and Dewey E. Johnson. Management of
Organizational Behavior: Leading Human Resources. Upper Saddle
River:
Prentice Hall, 2001.
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Organizational Motivation from an Employee
Viewpoint
By Michelle Parkin, Jason Charlton, Brad Coffey, and Pam
Williams
Organizations can
motivate employees by using employee opinions across a broad range of
organizational factors. A Cultural Health Index (CHI) survey can assist
management in determining employee motivational factors. The CHI survey
will assist managers in identifying areas for improvement. Managers can
use the statistical method of the CHI to improve the overall employee
satisfaction within their organization.
The CHI will identify three areas of importance: organizational
alignment, capability, and engagement. The organization can develop
resolutions in the areas needing improvement by using an action plan.
The action plan can assist mangers with tracking the progress of the
improvements implemented.
A CHI survey gauges alignment of management and employee goals.
Management and employee alignment is critical for employee motivation.
The company will be better equipped to succeed with managerial and
employee goals aligned to each other. All employees must agree with the
purpose of the goals within the organization. Attitudes have to align
with organizational goals or the company will never reach its complete
potential.1 Using a survey like the CHI a company can align awareness to
issues, values, and strategy within itself and bring about unity with
each employee.2
A company wants to make sure everyone is on the same page and working
together toward a common goal.
Employee Alignment allows management to ensure all company views cascade
across the company. It is important for all employees to understand the
work they perform matters.3 If the company’s goals and employee’s goals
are not in alignment, then the company is unfocused. The noninvolvement
of upper levels of management can attribute to the failure of
organization when company strategy and employee views are not in
alignment. The noninvolvement of upper management can lead to the
de-motivation of other employees. Organizations properly aligned have
measurements in place to hold upper management accountable.4 The CHI
survey provides management with the ability to gauge and measure
capabilities within the whole organization.
Each position within an organization uses certain tools to better
accomplish goals. These tools may range from business models to the
necessary financial means to operate a department or division. It is the
responsibility of each organization to provide these necessities to
their employees. The responsibility of the employees is to utilize these
tools to reach organizational goals. Companies face the challenges of
understanding the job and the tools necessary for the workforce. The CHI
survey assists managers in answering this question.
Several questions asked in the survey relate to management’s performance
in successfully giving employees the tools necessary to perform their
duties. A majority of these relate to the training provided by the
company. The training of employees is possibly the most important
capability a company can provide in the pursuit of greater motivation
and productivity. According to Christopher S. Frings, the positive
affects of employee training are far reaching. He states, “My
observation during the past 35 years is that employees who receive
regular training from their employers are more productive, develop a
stronger sense of company loyalty, have higher morale, and tend to stay
with an organization longer.”
Employee training is only one of the capability issues that may be
addressed with this survey. The CHI survey will expose any shortcomings
on the part of management with respect to this and many other
organizational issues. The capability of employees to effectively
perform their duties is an issue that must be under constant scrutiny.
If managers are not sufficiently providing the necessary tools to their
employees a CHI survey will expose the shortcomings. Along with
providing capability information, the survey will also gauge the
engagement aspect of managerial employee relations.
Employee engagement can be one of the most important factors in a survey
such as the CHI. Engagement allows the employee the opportunity to voice
his opinions. If an employee does not have the opportunity to voice his
opinions, he will be less motivated to do his job. It is through
engagement that a company can find areas needing improvement. “Gallup
published research proves that engaged employees are more productive
employees. It also proved that engaged employees are more profitable,
more customer-focused, safer, and more likely to withstand temptations
to leave. Many have suspected a connection between an employee's level
of engagement and the quality of his performance.5”
The CHI survey developed by Tennessee Valley Authority (TVA) human
resources department has assisted the company in improving employee
motivation. The survey described in this publication uses questions to
gage organizational alignment, capability, and engagement. The employee
can add comments to the survey giving details and descriptions on
improving the organization. A team of employees can analyze the
information on the survey by using graph and charts. The team then
develops action plans to address the areas in need of improvement.
The following is a Cultural Health Index Survey developed by TVA for the
employees in all organizational lines to complete. The survey is
analyzed and answered quarterly.
• The Winning Performance process is a way of life in my business unit.
• TVA’s values and Winning Behaviors are a way of life in my workgroup.
• I know what is expected of me on the job.
• My organization’s current fiscal year performance plans have been
reviewed
• I feel comfortable reporting an unsafe act or condition.
• Identified industrial safety issues receive a high priority by my
supervisor.
• My supervisor and I worked together in an effective manner to jointly
set my performance objectives for this fiscal year.
• I have the knowledge necessary to explain TVA decisions to people in
the community.
• My SBU leader and his/her direct reports provide clear direction.
• I can count on my SBU leader and his/her direct reports to follow
through and do what they say they will do.
• I understand what our unit’s customers expect from our unit and me.
• I use my top skills and abilities everyday doing my job.
• I have the materials and equipment that I need to do my job.
• My supervisor takes the time often enough to talk about my progress on
the job.
• The equipment used in my job is in good working condition.
• I receive the training I need to perform my job.
• My workgroup performs well as a team.
• I have seen positive changes in my business unit because of the last
CHI survey.
• TVA manages its resources and business processes in a cost effective
way.
• I am challenged and excited by my work.
• I would recommend TVA as a place to work.
• I can trust what I hear from my workgroup.
• My job is not a source of major stress in my life.
• I feel a sense of control over my work.
• Overall, I am able to maintain balance between my work with TVA and my
personal life at home.
• I am proud to work at TVA
• I can trust what I hear from my supervisor.
• I am treated with respect and dignity.
• I know my ideas and opinions are considered when decisions are made.
• My considerations and efforts are recognized and appreciated on a
weekly basis.
• Overall, I am satisfied with my job at TVA.
In addition to answering the above survey, employees are able to make
comments on the employee’s view for improvement. Once the surveys have
been analyzed, the organization can develop action plans.
The action plans are given to
owners or people responsible for accomplishing the goal or improvement.
The team presents the action plans formed from the CHI survey to upper
management. The employees assigned to the CHI team are responsible in
holding management accountable for addressing each action plan. As each
action plan is developed and accomplished, the organization must inform
other employees.
As employees observe their company taking action to improve the
organization, employee motivation will rise. Organizations will have
better productivity and more employee retention. A new survey issued
annually will keep the organization connected to its employees.
Motivated employees and a healthy workplace will align the organization,
give it the capability to reach its goals, and engage the employees with
the managers.
End Notes
1. Flint, Norma. "New Survey Measures Employee Alignment and Engagement”
2004 September 6. <http://
www.ferret.com.au>
2. Employee Alignment “ Align
to Motivate” 2006, Gelb Consulting Group Inc
<
http://www.gelbconsulting.com/employee-align.asp>
3. “Employee Alignment”
Success Factors
<http://www.sf-products_landing-goal-management-B.asp.htm>
4. “Employee Alignment with
Business Strategy” 1999-2006
Metrus Group-Measurement-Managed Results-
<http://www.metrus.com/issues/stratalign.htm>
5. Frings, Christopher S.
“Importance of Training” 2004
<http://www.findarticles.com/p/articles/mi_m3230/is_8_36/ai_n6175776>
6. Employee Engagement “The
Employee Side of the Human Sigma Equation.”
<
http://www.gallupconsulting.com/content/?ci=52>
7. Cultural Health Index
Survey, TVA Human Resources Department
8. Action Plan Template, TVA
Human Resources Department
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Unfolding the Art of Employee Morale
by: Jennifer Stockling, Helen Martin, and Libby Rutledge (TNU)
Studies have proven that poor employee morale is a result of poor
communication and motivation. “Employee and manager morale dipped even
further toward the end of 2002, and the current climate that businesses
are operating in does not offer any promising turnaround.” (Levine).
Management and employees have the responsibility of contributing to the
improvement and maintenance of employee morale in the workplace.
Management must identify poor morale, the causes of poor morale, and
take action to improve poor morale.
How
does management identify poor morale in the workplace?
Morale is
a mental condition related to courage, confidence, and enthusiasm.
The signs
of poor morale are:
Increased
·
Absenteeism
·
Tardiness
·
Turnover
·
Errors
·
Customer complaints
Decreased
·
Productivity
·
Quality
“Morale
is not a cause, but rather the effect or result of many factors going
awry.” (Javitch)
What
causes poor employee morale in the workplace?
The absence of effective communication between management, employees,
and co-workers are a leading cause of poor morale in the workplace.
Effective communication is the exchanging of information that produces a
desired result. Employees need to understand their objectives. “An
employee without a clear understanding of the goals or without a sense
of how their work fits into the overall goal of the unit, department, or
section, can easily waste time on tasks that aren’t consistent with the
boss’s objectives.” (Javitch) Without clear understanding, a group of
people will hear different expectations from the same information.
(Smith) Effective communication involves personalization, understanding,
and feedback.
Employees also need to know that their managers have concern for their
employees. “If the employee believes the boss doesn’t care about the
task at hand or doesn’t care about the employee, then the employee
probably won’t care about the task, the employer, or the company. And
voila! - you have decreased morale.” (Javitch) In addition, poor
working conditions cause poor employee morale.
It is up to the management of the company to ensure that employees have
standardized, efficient, and suitable working conditions for the
environment. “The workplace should be safe and pleasant. Don’t expect
employees to use outdated, faulty equipment or furniture.” (Levine) An
employee performing a job with unsuitable tools is not going to be as
productive as the employee who has suitable tools. For this reason,
management must standardize not only the process to manufacture the
product but standardize the workstation for each employee and the tools
to manufacture the product. Employees who are working in an efficient
environment are more likely to have a higher output of a quality
product. With this in mind, it is important that the working conditions
are suitable in order to maintain a productive level and produce a
quality part. The lack of suitable working conditions also causes a
higher stress level on employees.
“Job stress is a chronic disease caused by conditions in the workplace
that negatively affect an individual’s performance and/ or overall well
being of his body and mind.” (Life Positive) Job stress is a result of
job requirements not matching the capability, resources, or needs of the
employee, while job insecurity is a change under intense economic
transformations and consequent pressure. Demand for high performance,
increased workload, long hours, and time spent away from families
contribute to stress. Technology-computers, pagers, cell phones, fax
machines, and the Internet pressures employees to operate at peak
performance levels. Workplace culture, personal, and family problems are
other factors that cause job stress. After identifying the causes of
poor morale in the workplace, management must take steps to improve
employee morale.
How
management improves employee morale in the workplace.
Communication will improve morale. Improving morale
through communication starts with personal contact instead of electronic
communication. (Smith) When using personal contact, the manager needs to
show concern for the employee. Showing concern means using the person’s
name, asking their opinion, and asking how they are. (Javitch) Employee
morale will improve when managers show personal and professional respect
for employees. (Hudson) Communicating goals and recognizing efforts of
the employee improves morale. (Javitch) “Appreciate your employees-
regularly commend individual progress, show pride in the accomplishments
of the team, and visibly celebrate success” (Hudson). Feedback on
performance and goals will lead to improved communication and morale.
“One of the biggest morale busters is placing people in
positions they don’t enjoy or they don’t have the talent, knowledge, or
skill to excel.” (Maroney) The importance of positioning the right
employee into the right job is as important as coming to work every day.
An employee positioned in a job he / she is incapable of performing will
have a sense of failure and low morale. Employees who enjoy the work
they perform have a higher productive rate with better quality. These
employees invest in the company, take a sense of pride in their work,
and have high morale. “Remember the old saying, ‘Find a job you love and
you’ll never work another day in your life.’” (Miller & Smith)
Management can help employees who are not in the job they love deal with
stress.
Management needs to learn good stress busters and teach them
to the employees. “As a first step, organizations should identify the
problem.” (Reskin) Understanding the problem leads to arrangement and
implementation of the solution. Ideas taken from the employees or a
consulting firm that will develop prevention and redesign jobs. “Good
job design accommodates a person’s mental and physical ability.” (www.nonprofitrisk.org)
Job design guidelines will help control workplace stress. Employees
taught to relax throughout the day and take regular stretch breaks help
reduce stress. Employees allowed to take charge of their situations,
prioritize tasks, and responsibilities help stress. Management must
allow employees to make practical suggestions to reduce stress.
Co-workers must be honest with one another and realistic about changes
that deal with the physical, emotional and financial well-being that
help reduce stress.
Management must identify poor morale, the causes of poor morale, and
take action to improve poor morale. Management that realizes these needs
and makes efforts to meet these needs will form a cohesive, productive,
and efficient workforce. Unfolding the art of employee morale assists
organizations to protect its most valuable assets, the employees.
Work Cited
Hudson,
Michael Dr. “Solving The Mystery of Employee Morale.”
www.EVERYDAYLEADER.COM . 10 Jul 2003. 8 Aug 2006
<http://www.everydayleadershipnetwork.com/artman/publish/article_8.shtml>.
Javitch,
David. “Improving Employee Morale.”
www.Entrepreneur.com 02
Jan. 2005. 18< | |
