Enhancing Staff Moral in the Work Place - Research Paper Example

Enhancing Staff Morale in the Work Place It would be superfluous to mention that throughout history there has been a need to work for personal needs, for the family´s needs, and to maintain a society given positive venues. There has been a need to maintain the work force content in that which they perform, pay them for their required tasks and the efforts they put into developing their tasks, and in this day and age there is a need to enhance the staff´s morale in the work place to retain them happily, to obtain quality customer service, to procure a safety environment, and obtain black positive results in the financial statements. SMART ENTREPRENEUR (n.d.) stated that building morale is not an easy task and that it is one of the biggest challenges in an organization, due to problems and costs of retaining its personnel. It stated that money is not always the indicator for employees to stay at their post, although the tendency is to think in the other direction. Enhancing staff morale at the work place has become an important element to not only recruit the staff but to make efforts in retaining them as well, in good working environments. It is often that people want advancement (position and stature) and responsibilities and opportunities within their jobs. Whining, for instance, is an indication of low morale in the workplace. If the employees do not smile according to SMART ENTREPRENEUR (n.d.) that means that there is work to do from the management´s point of view. They stated that when there is absence of morale this leads to low productivity, absenteeism, and dissatisfaction among the staff. Behm concurs (2009), given his research findings. The employee should feel that he or she is an integral part of the organization (when there is a well crafted policy and process in place to build morale). This usually happens, when there is a vertical and a horizontal communication. This is not only instructing the employee what to do but providing a feedback mechanism, since employees may leave an organization due to the fact that they may not have received the recognition that they may have wanted (SMART ENTREPRENEUR, n.d.). By creating a positive work environment the employees feel that they are valued, respected and trusted (SMART ENTREPRENEUR, n.d.), acknowledged, and appreciated which in turn fosters loyalty, and has a “trickle down” effect to its main constituents, according to Abraham (2005). Abraham (2005) stated that these appreciation efforts do not need to be expensive or elaborate, but they do need to be sincere and consistent to be effective in boosting morale. SMART ENTREPRENEUR (n.d.) also stated that these are important elements to consider to enhancing morale in the workplace. SMART ENTREPRENEUR (n.d.) suggested nurturing an open door culture so that employees feel comfortable entering senior management´s offices with concerns they may not be able to share with their immediate supervisors. When the employees are heard they contribute more and feel valued by management. This may lead to avoid grievances at lower levels or with customers. They suggested training employees how to deal with tensions at the workplace. They also mentioned that a recent poll presented that 90% of all Americans live in a state of chronic stress. They can, however, handle many situations when they know what is expected of them. They suggested not to pressure employees to meet impossible deadlines as this leads to burnout and the erosion of self-confidence. Cross training (SMART ENTREPRENEUR, n.d.) helps to improve skills sets and brings out natural competitiveness to outdo their peers, thereby building morale. They reiterated that there are ways to measure the effectiveness of programs and initiatives to build morale (a drop in absenteeism, increased productivity, improved work quality, and obvious signs that the employees are enjoying their jobs). When there is conflict in the workplace, inefficient meetings or breakdown on team dynamics, this causes stress. This is independent of the role the employee plays in the organization. There has to be right communication skills to make a difference (positive or negative) (Rosenberg, 2009). He recommended learning effective communication and conflict resolution skills to improve the workplace environment. These are as follows: Strengthen employee morale and loyalty to improve meeting productivity; Resolve workplace conflicts; Reduce office stress and absenteeism; Maximize the employee´s potential; and, Promote the employee´s personal growth. Although ARAMARK (n.d.) asserted that studies confirmed satisfied workers are more efficient, they stated that today´s employees want more. They want to make their own choices (more than a good salary, more than a good environment). Companies are constantly looking for cost-effective ways that will make a difference in higher employee morale, increased worker productivity, and retention. Employees have demonstrated that several factors produce satisfied and productive employees. Some of these are: enjoying respect from the bosses and from co-workers; feeling part of a team that works toward common and achievable goals; and, space issues in reference to food and beverages). ARAMARK (n.d.) mentioned that organizations that want to attract and retain the best talent have focused on creating a better work environment (team-building exercises, brainstorming processes, promote collaboration among managers and employees, installing ergonomic furniture and equipment, improving lighting, and enhancing food and beverage service). They reiterated the importance of having a variety of beverages and food for employee satisfaction and stated it is no longer the traditional coffee served in the office the one that is sought. It is the variety of it (cappuccino coffee, espresso coffee, green tea, sugar-free hot chocolate, bottled water). These benefits according to the company contribute to the increased productivity and their location. They also asserted that employees that go outside the office to purchase coffee spend at least 15 minutes outside of it. When these off the office moments are calculated in terms of money, more money is spent on dead time than if they had the beverages perk in the office. Behm (2009) asseverated that occupational safety and health performance may be linked to employee morale. He also stated that these concepts lack data to substantiate the premise. He posited that workplaces with active and visible safety leadership have lesser injuries, have better ratings as better places to work, and have more productive employees who change jobs less frequently based on an OSHA 2002 report. Behm (2009) reported that in 2007 and 2008, Google, a provider of technology services was the best company to work for in America. He stressed the issue that an employee that feels unsafe will tend to be focused inwardly and can be reactive and volatile depending on the stress level. This person may lose focus for a moment and this may affect the organizational safety. In this case, with Google, these negative aspects were not part of their establishment Abraham (2005) suggested various strategies that would help enhance the morale in the workforce. These are the following: 1. A sincere thank you goes a long way. When staff members go that extra mile: a. Stop what is being done and give them complete attention. b. Make eye contact and smile. c. Make physical contact (place a hand on their arm, at a comfort level for all, if this is part of the employee´s style). d. Specifically acknowledge what was well done. A note would be appropriate or even on the back of the paycheck envelope, with a written thank you. 2. Establish a “Staff Appreciation Day” or week: have a potluck dinner; give small gifts or employee pins; coordinate a breakfast where all of the employees are involved; copy a poem (recite/read); and, create a memory book with drawn pictures and photographs). 3. Select a “Staff Member of the Month”. Once the criteria is set the employees vote for their peers. A picture of the employee may be placed on the bulletin board or a designated parking place, up front may be the prize. 4. Recognize and reward accomplishments with the company´s newsletter where a completion of a year in college or a presentation at a local conference is published for all. SMART ENTREPRENEURS (n.d.) concurs. Frame and hang their certificates and awards and make a press release. Have a “Congratulations” card signed by the staff to recognize the achievements. Put up banners. Nominate the employee for community awards. Have the outstanding employee train others. Encourage staff development. This is also a staff retention factor. 5. Create a “TLC” (tender loving care) or “Care” Committee or a person to build a sense of family unity where celebrations are included, such as: birthdays, baby arrivals, employment anniversaries, and, “Secret Santa”. This is suggested because the work place is where more hours are spent during the day and during the week. Delegating this coordination role to someone wanting more responsibility will show his or her capacity for organization and follow-through. 6. Reward attendance and punctuality (with approval from the Manager) and relieve the employee during the morning or afternoon or going home an hour earlier would become part of the incentive approach. 7. Praise and acknowledge efforts and good work. 8. Empathize with staff, offer: insights, resources, assistance, and a kind word. 9. Seek input from staff. This will make them part of the working team and the employee will feel recognized, valued, and taken into consideration. 10. For motivational matters, strategically place the items where they may be read. 11. Have fun. Enjoy being part of the organization and the process of being part of the morale enhancement and encourage others by using these means and others for the benefit of the company or organization. These are a few recommendations that Abraham (2005) suggested for a child center, however, these ideas may be extrapolated to be used at other working placing so that the employees feel that they are appreciated, respected, and included in an active way given different tasks. Using brainstorming strategies and the active participation of all may make the employee feel worth and valued. It was already presented in this document that the salary did not necessarily fit the shoe for retention (which has been a surprise to this researcher, every time this show up in other people´s research). Be as it may, then additional benefits may enhance the employees in the workplace. Other ideas may arise, other than the ones previously noted such as: child care for the employees´ offspring; after school activities (tutoring, sports); give workshops where the employees learn about other people (culture, history, traditions, customs, languages, regionalisms, and non-verbal communication) that they work with and other people that may be their customers (Centeno, 2010). Centeno (2010) contended that to obtain positive business transactions there is a need to take these previously mentioned elements into consideration. This may be extrapolated into the employees´ morale enhancement. Should management take time to learn about their personnel, given these elements, and in turn have their employees know about each other and know about their clients´ backgrounds, this would become a positive and productive loop. This would be the “family” that Abraham (2005) referred to. This would mean that everyone would be meeting everyone else (intermittently) and a sense of cohesiveness, cooperation, and collaboration would take place in the workplace. Since it is seen as a loop, everyone involved would feel important, valued, and appreciated. Craig (2008) posited that when the employees take it upon themselves to brighten the day (boss, colleagues, customers), even their employers appreciate it. Although singing at their shop is not permitted by law, she contends that even managers realize that creating a fun atmosphere entice customers to enter the shop. Faragher (2008) stated that a business psychology company OPP reported that four out of five employees over 35 years of age looked forward to returning back to work after the Christmas break. According to her, the most common response was “Back to the grindstone” (52% of the workers). They look forward to their managers to keep them happy and motivated in their current roles. Lucy McGee, head of marketing at OPP, (as cited in Faragher, 2008) revealed that this attitude is based on the employees seeing January as a new start of events and that employees are thinking more about career development and personal growth. She suggested that employers be on the outlook for those employees that need change and challenge and motive those who feel they are back to the grindstone. Health and Wellness in the Workplace (2008) reported that wellness initiatives are cost-effective and can help the staff member in developing a healthier lifestyle. There are two sides to the coin. The good part is that these companies (Bank of America, General Motors, Pepsico, Citibank, and Washoe County School District) with wellness initiatives have demonstrated through research that they have noticed a reduction in sick leave, adjunctive health care costs, and in disability and workers compensation costs. They also provide structure, encouragement, incentives, and ongoing support to meet people´s needs to make lifestyle changes. The employees also recognize the returns for their efforts. The bad part of the workplace wellness programs is having the employer to center on the employees´ basic human rights (what to eat, how many pounds to lose, have a not to smoke policy). To penalize, a reduction in paycheck for every employee who has 29.9 of Body Mass Index, for instance. These tactics may result in resentments and retaliation (absenteeism and decreased productivity on the job). The motivation and resolve needed are derived from encouragement, respect, and support, according to Workplace Wellness Initiatives – The Good and The Bad (2008). HPB (2007) sees enhancing their workplace by promoting health programs associated with aging to help employees stay healthy, employable, and productive. Regarding a survey that they conducted, mental health, sexually transmitted infections/acquired immunodeficiency syndrome, and diabetes ranked low in their health priority. The most common programs of interest were exercise and fitness and nutrition programs. Other key findings of the national workplace health promotion survey of 2006, the respondents viewed the workplace health promotion more favorably (65%) as a valued human resource strategy to improve productivity, staff morale, and reduce healthcare costs. They found an increase of 50% from 2003. They stated that there were limiting factors in these programs: limited experience in planning programs, lack of staff demand, and inadequate budget. (HPB, 2007) Although they found positive responses to these programs they indicated that there were potential gaps on what workplaces could do to increase the productivity. The employees thought that the workplace could address emerging health concerns and implement programs that could address these concerns. (HPB, 2007) Based on these health concerns, the employers are encouraged to proactively maintain and enhance their employees´ health by incorporating the following elements into their programs, according to HPB (2007): Chronic Diseases – organize screenings to detect them at an early stage. Advocate healthy lifestyles and introduce programs for prevention and management. STIs and HIV/AIDS – introduce education programs to raise awareness and bring about positive changes in attitudes and behaviors. Mental Well Being – introduce these programs to help supervisors and employees with skills and knowledge to augment mental well being. Training and seminars help in sharing best practices and experiences among companies. Companies may also receive co-funding to start and sustain their workplace health and sports promotion programs (HPB, 2007). Throughout the literature, it was presented that there is a need to enhance the morale in the work place. Several situations were presented and ideas were given as to make the employee part of the organization as a member of its culture and as a member of a proactive team. It is always good to be able to recruit individuals that will be leaders in their field of expertise. It is always good to maintain a good relationship as when they were hired, but it is also good to make sure that the employee that was hired is retained. A high turnover in an organization does not spell “good”. A high turnover does not maintain consistency nor does it show that employees are eager to stay because they are happy and satisfied rather it shows an eagerness of employees wanting to leave. In all of the companies, organizations or institutions, employees will enter and leave them. It is, however, important to know why they are leaving. Is it because they have family problems (not related to the existent salary)? Is it because they want to further their educational goals and objectives? Or is it because they want to excel in their professional ladder and there is no room for them to grow professionally in their existent job? Do these employees feel they are not heard, when they speak? These and many more questions may arise of why employees leave a safe and satisfactory working environment to face a new working environment that may be worse and better yet a better working environment. Management has to be on top of their research concerning the employees´ job satisfaction and seek ways to enhance their employees before they become part of the company and maintain their interests to retain as well. WORKS CITED Abraham, Cathy. “Enhancing staff morale – more than pizza and donuts.” Child Care Resources, Training and Consultation. (2005). http://www.childcarelounge.com/ 21 April 2010. ARAMARK. “Addressing the Starbucks effect: Leveraging beverage service to boost employee morale and productivity.” (n.d.). http://www.aramark.com/ServicesandIndustries/CaseStudies/Leveraging-Beverage-Service.aspx 21 April 2010. Behm, Michael. “Employee morale”. Professional Safety. (2009). http://www.allbusiness.com/labor-employment/workplace-health-safety-workplace-morale/13452652-1.html 21 April 2010. Centeno, Migdalia. “Cultural sensitivity in the corporate world”. (2010). http://www.helium.com/items/1694287-cultural-sensitivity-in-the-corporate-world 21April 2010. Craig, Tara. “Workplace | Staff morale”. The Work Clinic (2008). http://www.personneltoday.com/blogs/workplace-advice/2008/07/workplace-fun-staff-morale.html 25 April 2010 Faragher, Jo. “January Blues | Staff Morale”. The Work Clinic (2008). http://www.personneltoday.com/blogs/workplace-advice/2008/01/january-blues-staff-morale-.html 25 April 2010 Health and Wellness in the Workplace. “Workplace wellness initiatives – The good and the bad”. (2008). http://health-and-wellness-in-the-workplace.com/ 25 April 2010 HPB Online (Health Promotion Board). “Workplace health promotion programmes: A winning strategy for enhancing employability”. (2007). http://www.hpb.gov.sg/hpb/default.asp?pg_id=3298 25 April 2010. Rosenberg, Marshall. “Improve morale, strengthen group dynamics and reduce work conflict with compassionate communication.” (2009). http://www.nonviolentcommunication.com/aboutnvc/workplace_communication.htm 21 April 2010. SMART ENTREPRENEUR. “Morale in the workplace – keep their chins up!” (n.d.). http://www.smartentrepreneur.net/morale-in-the-workplace.html 21 April 2010. Read More