CREATING A POSITIVE WORKPLACE
By Milan Topolić
April, 12th, 2004
TABLE OF CONTENTS
- INTRODUCTION
2. CREATIVITY IN THE WORKPLACE
2.1. Elements of corporate creativity
3. MISSION STATEMENTS
4. CLIMATE MANAGEMENT
5. WORKPLACE RELATIONSHIPS
5.1. Employee relationship management
5.2. Co-worker relationships
6. TEAMWORK
6.1. Teambuilding
7. CONCLUSION
1. INTRODUCTION
Many forces are shaping the workplace today, and organizations are in a constant state of evolution. Change is more frequent then ever. In fact, change is the only constant. A positive work environment can mean the difference between success and failure for an organization. There are many ways in which managers and supervisors can create positive workplaces for their associates. To begin, they must define what a positive workplace is. There are many definitions of what constitutes a positive workplace. Many authorities in this field agree with White's definition that it is a place where associates (employees) are happy and motivated (White, 2002; HRZone). A positive workplace is not a fun-filled place, a lot of warm fuzzy stuff or a place for relaxation; it is a positive, supportive place which is conducive to creative, productive work; it is a cooperative, civil workplace that is relatively free from bad mouthing, back-stabbing or petty bickering. There are many ways and methods to create a positive workplace (e.g., allowing and promoting creativity, establishing good relationships between managers and associates, team-building etc.). In this report, the most effective are defined and explained.
2. CREATIVITY IN THE WORKPLACE
Many opportunities and rewards are lost because creativity in the workplace is absent. Instead of having a productive and stimulating environment, workers are faced with boredom as a result of relentless routine. This translates into absenteeism and low morale. It should be the job of the manager to reverse this phenomenon so a positive and invigorating atmosphere is created. The manager must set up an environment where creativity flows. The workers need to have the freedom to be the best they can be. All the tools a worker needs to deliver a quality product must be made available. Their suggestions can end up saving a company a lot of money. In addition, the worker with the idea gets a lot of satisfaction from the implementation of his or her idea. A worker who feels underemployed is not happy and productive. This is where creativity comes in. Creativity can be linked to higher productivity and a more positive workplace.
In their book, Corporate Creativity, authors Alan G. Robinson and Sam Stem skillfully argue creativity is essential to the positive workplace. They accept that as so obvious they spend little time to justify it as indispensable.
It is well know that managers want and need to maintain control, but it is tough for workers to work under a whip. It is strongly recommended to let them be their best. In the long run this really helps the company. It is more than just "a happy worker is a good worker." It is more "a happy worker is the only kind of worker." The freedom to be creative is essential and must be allowed.
Still, the employees have to know the work must be done, but now they have a chance for their input to make a difference.
2.1. Elements of corporate creativity
How is creativity facilitated in the workplace? In Corporate Creativity, the authors laid out "The Six Essential Elements of Corporate Creativity":
1. Alignment
2. Self-initiated activity
3. Unofficial activity
4. Serendipity
5. Diverse stimuli
6. Within-company communication
Alignment is about ensuring the interests and actions of all employees are directed toward a company's key goals. Self-initiated activity is allowing an employee to pick out problems they are interested in and feel able to solve. Unofficial activity occurs in the absence of direct official support and with the intent of doing something new and useful. Serendipity is the chance for fortunate accidents. Diverse stimuli happen in the course of everyday work, and it is important workers discuss the possibilities they encounter, which is the final element, within-company communication.
Using the six elements of corporate creativity or some variation of them can guide workers along an uphill path and can bring the profit curve pointing up. The workers will enjoy their jobs more when they feel an increased level of their own input. When you give the staff their freedom, you are saying, "You are a valuable employee."
3. MISSION STATEMENTS
The best way to create a positive interactive workplace is by creating a value-centered group mission statement that is endorsed by management. Workshops should be conducted on a regular basis to empower the mission statement and rewards and punishments should be used to enforce the mission statement. The goal of a mission statement should be to establish a set of values that all of the associates will respect and follow (Valentine, 2001). Management should identify the values and goals that the associates have for the company and reinforce those values and goals. It is important that all of the associates participate in the process and agree to the mission statement. It is important for management to endorse the mission statement and be held accountable for its success (Valentine, 2001). For example, everyone employed in the company should be encouraged or required to attend regular meetings and workshops to show their support of the mission statement. Company documents and policies are not effective unless practices are enforced. Therefore, after creating the mission statement, meetings and workshops should be held on a regular basis to discuss the company's progress in applying the shared values. For example, interactive workshops could quickly gather associate feedback to promote participation and a sense of teamwork within the company. Only after the mission statement has been established and thoroughly communicated should rewards and punishments be considered. According to Valentine (2001), associates become team players when the team's values are clearly established and appealing to them. Those who support the mission statement should be recognized and rewarded, while those who refuse to participate should be warned and then penalized if their participation does not increase. If the associate's refusal to participate affects company morale, termination may be necessary.
4. CLIMATE MANAGEMENT
Simply stated, climate management aims at creating a positive, meaningful climate through humanizing the work place. “Climate management” differs from traditional ways of motivating workers, because it attempts to address the basic human needs for personal significance and meaning from a collectivistic, holistic perspective. According to this approach, the most effective way to produce a highly motivated, dynamic and enthusiastic work force is to create a positive, meaningful work climate. The two arms of climate management are: (a) creating a positive workplace and (b) creating a meaningful workplace. The “positive” arm is concerned with how workers feel about themselves, their co-workers, the administration and the organization, and how well people work together. Its main focus is on the psychosocial aspects of organizational life. A positive workplace means that the organization is an enjoyable, pleasant place to work because people get along well and treat each other with respect. The “meaningful” arm is concerned with the ethos, the leitmotif of the organization – what makes it “tick” and what really drives it. Its main focus is on the existential, motivational aspects of organizational life. A meaningful workplace means that the decisions of the administration make sense and that the work being done is meaningful. Together, these two arms of climate management will enhance job satisfaction and productivity. The single greatest threat to business success or organizational health is internal strife, whether it is due to pretty jealousy, turf-fight or cultural conflict. Internal strife drains emotional energy, reduces productivity, and makes the workplace very unpleasant. In contrast, climate management emphasizes that creating a positive, meaningful climate is everyone’s business. It requires the intentional, conscious efforts by all workers. The overriding motive is that such a work climate is good for everyone, from the management to part-time employees. Management needs to set the tone and introduce policies and practices that contribute to the creation of a positive, meaningful climate. People need to be educated that a positive group dynamic does not happen spontaneously; synergy in a team does not occur spontaneously. It requires knowledge and effort. But to implement such practices on a daily basis throughout the whole organization, a clear vision and complete commitment from senior management and all employees is required.
5. WORKPLACE RELATIONSHIPS
5.1. Employee relationship management
My research showed that employee turnover is one of the most substantial hidden costs in business today. It is commonly referred to as "the silent profit killer". When you consider all of the time and money spent each year on hiring and training employees, it is easy to see how keeping employees satisfied can translate into valuable savings. In today's uncertain market, it is crucial that businesses cultivate their most valuable asset - employees. Constructive working relationships depend on loyalty and confidence flowing both ways between an employer and an employee. The employment relationship, like all relationships, does not cease to exist outside the hours of 8.00 am and 4.00 pm. Employee Relationship Management (ERM) is about implementing effective business communications that build employee confidence, trust and loyalty. ERM can greatly increase employee productivity and commitment, while reducing turnover and internal costs. This allows companies to identify and interact with their employees, providing much of the same benefits as a successful Customer Relationship Marketing (CRM) program.
While most companies see the value of a CRM program, few spend the adequate time, money and resources on developing employee relationships. By creating a relationship with your employees, you give them the respect they deserve. If you expect them to provide superior customer service for your business, then you need to treat them as if they are your best customers. The fact is that they are your best customers. As globalization in the workforce has grown, employers and employees worldwide are struggling to keep employees. One way to begin a successful ERM program is to let employees know that you care what they think. Feedback about management, customer needs and corporate practices must be encouraged. The more input employees have within their organizations, the more empowered and attached they will feel. Survey them frequently to see how they feel about specific issues. Employee suggestions must be recognized by rewarding employees for cost-saving ideas. Celebrate birthdays and employee anniversaries so that they feel they are an integral part of your corporate family.
5.2. Co-worker relationships
In an age when separating work from non-work is increasingly difficult, it is all the more important that employees enjoy their work and working environment. And the key to that environment is solid employee relationships. To create a positive workplace, basic positive co-worker relationship principles must be followed by employees. In fact, there is good evidence that organizations that foster good working relationships increase employee productivity, because most of us care more about letting our friends down than letting the boss down. It is recommended these basic principals be followed:
1. Respect people's differences
2. Think positive! -it is easier to talk to and get along with people who are positive thinkers and not always talking negatively
3. Acknowledge Co-workers – workers are advised to talk to each other on a regular and casual basis. Sometimes a co-worker can be having a terrible day, and just one "positive" comment or compliment, can make a dreadful day - bearable!
4. LISTEN!! By listening to co-workers when they talk, employees will earn respect or understand others.
5. Appreciate others
6. Pitch in and help out! - Employees should try to go beyond their job description (go the extra mile) without being asked.
7.Live up to their end of the job : employers have certain expectations and so do co-workers, employees should always do their job to the best of their abilities and do not look for the easy way out and remember to always seek improvement in all that they do.
8. Respect people's time & priorities – employees should respect your co-workers need for concentration.
9.Be willing to admit your mistakes and apologize gracefully - Co-workers understand that mistakes happen, and they do not intentionally make them - so employees should admit when they made a mistake and get on with their job.
6. TEAMWORK
One of the best ways to form a positive workplace is to create strong teams within your organization. People tend to work better and be more productive in service of a team of peers than they do in response to orders coming down from on high. The team approach also helps lower overhead costs by eliminating managers whose sole purpose is patrolling lower-level employees, thus reducing signoffs (and time) and improving company morale by giving employees more control. Meanwhile, a good team and healthy relationships within the team make a job more enjoyable, and a pleasant place to work is one that will attract and retain employees. Employees who like their co-workers feel more attached to their company - more committed and less likely to leave the team.
6.1. Teambuilding
In the late 80s and 90s, 'Team Building' has been recognized by many companies as an important factor in providing a quality service and remaining competitive. Yet the term 'team building' can sometimes seem rather nebulous - people often know that they need it, but aren't quite sure what it is.. 'Team Building' is the process of enabling a group of people to reach their goal. In its simplest terms, the stages involved in team building are:
1. To clarify the team goals
2. To identify those issues which inhibit the team from reaching their goals
3. To address those issues, remove the inhibitors and enable the goals to be achieved
7. CONCLUSION
Obviously, there is no recipe for success in creating a positive workplace and an atmosphere. But there are ways and methods which can help managers achieve that goal. From encouraging corporate creativity to a team approach. To achieve a level of enjoyment at work, some basic expectations for employees and the company should be defined. A fair and consistent environment must be created by managers. It is of the utmost importance that every employee in the company is treated equally. It is in every manager's interest that each and every employee is listened to carefully. When employees know that they are taken seriously, they are more likely to make positive contributions. It is recommended managers be direct and honest in communicating with their employees. The right way of creating a positive workplace is to reinforce practices and attitudes that demonstrate empowerment, support, openness, trust, and respect for the individual, unity and professionalism. There are specific actions to boost anyone of these seven values. For example, if the administration is serious about empowerment, it should stop trying to micro-manage everyone, and give people the responsibility and power to make decisions in their domain. To foster such a climate requires sustained, system-wide commitment to these values. However, the payoff will be great, because nothing is more rewarding to the gifted workers than a positive, supportive work climate that allows them to develop their full creative potential. Furthermore, an organization is more likely to become organic and synergic if everyone practices the seven values. Taking everything into consideration, managers have to come up with the right mix for their organization. Anything they do to improve the workplace has to be in line with organization's values and benefits.