Locking employees into a box you lose thire ablity to become leaders - Essay Example

Business Communication Business Communication At the work place, employers’ and employees emotions, personalities, attitudes and moods impact directly on decision making, performance, turnover, teamwork and leadership. The impacts are both positive and negative (Evans, 2009). This paper will describe how these elements affect an organization. Since people are not isolated from their own emotions, they carry them to work, and they will be displayed at some degree of provocation. Emotions pass from person to person, and someone’s foul mood easily gets the next person into one.

Emotions play a significant role in determining how workers respond to good or poor performers. There is a tendency towards poor performance from workers burdened with negativity (Evans, 2009). Being ridiculed by other members with poor attitudes worsens the situation. It is difficult to work with an ill tempered team member, slowing down processes and results. On the other hand, positively motivated people put more concentration into work resulting in better service and product delivery. Research has shown that workers’ attitudes, moods and emotions determine their levels of job satisfaction.

The study found that affective work behaviors and job satisfaction can be explained by employees’ moods and emotions (Wegge et al, 2006). A high level of job satisfaction equals positive attitudes to the job. Employee attitudes and job satisfaction match each other. People who are satisfied with what they do tend to stay longer and unnecessary turnover is avoided. An employer who rewards and encourages positive attributes from employees gains by retaining productive employees. The study also indicated that health complaints were linked to both emotions and job satisfaction to the equivalent degree.

A well motivated workforce is, therefore, likely to have less health complications, hence, putting more time into productive work (Wegge et al, 2006). The amount of negative affect experienced at work frequently leads to withdrawal from duty, absenteeism, malicious damage and early exit. Therefore, emotions, personalities, attitudes and moods will have both positive and negative effects on a company. The direction it takes will depend on how individuals manage themselves and handle their colleagues.

A company can reflect the Benedictine values of responsible stewardship by proactively including departmental employees in planning the day. This will develop the worth of the departmental workload. Employees also get to have a forecast of challenges in advance and prepare to handle them with integrity. It also drives employees towards being resourceful (Gibson, 2012). A company’s management should also take time to assess and reconcile regularly throughout the year. They should look back and ahead while reviewing.

This will empower the leadership to steer the course of the organization towards best practices, which must be implemented to ensure excellence (Gibson, 2012). Changing traditions so as to drive new practice and controls is a complicated and is an emotionally charged task. The leadership should be in the forefront to implement excellence, and employees will follow suit. This should first start internally first to gain credibility then extended to the customers (Gibson, 2012). In conclusion, the Benedictine values of responsible stewardship recognize that the work place and office are areas of work and service, where order and peace need to be maintained.

A company, therefore, has to lay down rules stipulating the need of employees and employers to display courtesy and discipline in dealing with people, teamwork and responsibility. Doing the right activities at the proper time and place are also of equal importance. Friends and unofficial visitors should be limited.ReferencesEvans, M. B. (2009). Separating personal and business matters is critical for business success. Retrieved from http://EzineArticles.com/?expert=Melissa_B_EvansGibson, C. (2012).

A value based model of financial leadership in higher education. Retrieved from http://www.sentientscholar.com/leadership/a-value-based-model-of-financial-leadership-in-higher-education/Wegge, J., Van Dick, R., Fisher, G. K., West, M. A., & Dawson, J. F. (2006). A test of basic assumptions of affective events theory (AET) in call centre work. British Journal of Management, 17(3), 237–254. doi:10.1111/j.1467-8551.2006.00489.x.