Creating a positive work
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This document outlines how to create a positive work environment. It defines a positive work environment and lists 10 strategic and operational elements that contribute to one, such as vision/values, leadership, communication, and performance management. It also discusses motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and Alderfer's ERG theory. The document provides several ways to build and sustain a positive environment, such as building trust, communicating openly, recognizing staff, and making the physical workspace pleasant. It concludes by comparing signs of positive versus negative work environments.
Creating a positive work
- 3. General objective At the end of this session each participant will be able to identify, create and determine factors affecting work environment. Specific objectives At the end of this session each participant will be able to: • Define positive work environment. • Discuss Importance of building a healthy and safe environment. • Mention Classification of motivation theories.
- 4. out line • Introduction • Define positive work environment • Mention elements of a positive work environment • Discuss motivation of the staff • Enumerate theories of motivation
- 5. • Discuss ways of creating and building a positive work environment • Compare between signs of positive and negative work environment • References
- 6. Introduction Healthy work environments are defined as a work setting where “employees are able to meet organizational objectives Leaders who paid attention to building relationships and cared about their people, as individuals , earned the trust and respect of others.
- 7. Definition of a positive work environment A positive work environment is not only important for our physical, mental and emotional health, but is also important for the results that we produce for the company. The better we feel at work, the more likely we will take pride in our job activities and be loyal towards our place of employment.
- 8. Creating a healthy work environment is a leadership imperative, a safe, clean environment that reduces nurses’ fatigue and stress, enhances mental acuity and alertness and supports interdisciplinary collaboration.
- 9. The elements of a positive work environment There are ten elements that together contribute to a positive work environment. Strategic elements Operational elements
- 10. Strategic elements vision and values: inspiring staff to work towards a compelling shared goal leadership and accountability: influencing others' behavior, decisions and actions and accepting responsibility for outcomes organizational communication: freely sharing relevant information about work with colleagues operational elements
- 11. Operational elements recruitment and selection: selecting those with the right skills and organizational fit learning and development: keeping skills and knowledge up to date and preparing for career advancement Human Resources policies and strategies: employing work practices that balance organizational and individual needs
- 12. workflow management: having the right mix of skills, support and resources to complete tasks to the right standard performance management: agreeing on what is to be achieved during the year and how it will be achieved risk management: identifying, evaluating and minimizing risks workplace dispute systems: resolving conflict between individuals fairly and promptly
- 13. Motivation of Staff Motivation is what makes people tick: the needs, desires, fear, and aspirations within that makes you do what you do. It is the why in human behavior
- 14. The individual needs The needs of an individual are important motivators. The significant individual needs are: Need for Power: Which results in a strong desire to influence staff stimulate them to work •The need for achievement results in a desire to do something better or more efficiently than others •Need for affiliation: - Some people derive pleasure from being loved and tend to avoid the pain of being rejected by social group.
- 16. Content Theories: Content theories emphasize individual needs or rewards that may satisfy those needs. The content theory of motivation mainly focuses on the internal factors that energize and direct human behavior. The most noted of the need theories were Abraham Maslow, Clayton Alderfer, and Frederick Herzberg. (Harris, 2004)
- 17. Maslow’s Theory: Maslow’s theory is frequently used in nursing to provide an explanation of human behavior. Maslow identified five hierarchical needs. A lower-level need controls behavior until it is satisfied and then the next higher need energizes and directs behavior The hierarchy arranged from the lowest to the highest level, a
- 19. Alderfer Theory: Alderfer suggested three, rather than five, need levels in his existence-relatedness-growth theory where existence needs, includes both of physiological and safety needs, relatedness needs include Maslow’s belongingness or social needs and growth needs includes the need to self-esteem and self- actualization. This theory is similar to Maslow’s in that it assumes that the satisfaction needs on one level activates a need at the next higher level
- 20. Herzberg Theory: Herzberg’s two-factor theory explains motivations as a function of job satisfaction. Herzberg reported that there are two dimensions to job satisfaction: motivating factors and hygiene factors, where hygiene factors according to Herzberg cannot satisfy employees but can minimize dissatisfaction, if handled properly. Hygiene factors include company policies, salary, interpersonal relations
- 21. Hygiene factors Motivators Factors Salary and benefits Supervision Working conditions Interpersonal relationships Hospitals Policy and administration Achievement Recognition Responsibility Advancement
- 22. ways to create building and sustaining a positive work environment: There are several things a leader/manager can do to make your work environment a positive one and to facilitate a feeling of cooperation, teamwork and joy among your staff. Some of these are:
- 23. Build Trust Trust is the basic tenant for all relationships, so building an environment of trust is one of the most important things. The unfortunate thing about trust is that it takes a long time to build, but it's very fragile and will break easily. Once broken, it takes an even longer time to regain
- 24. Confidentiality is critical in all aspects of job. Level of trust employees' will be determined by how well leader keep confidences. This applies to never discussing one employee with another, except in positive terms. Any problems you are having with a team member must be kept between you and that employee, and your supervisor .Good manager never talks negatively about his/her team.
- 25. Communicate positively and openly. • Encourage open communication by openly sharing information and knowledge. • Employee needs to feel valued. This is best accomplished through your listening to each person and honoring each one for what s/he has to say. • Find out what is in the minds and hearts of people.
- 26. • Ask Employee for their suggestions and opinions • leader share own vision of how see everyone working together. • Support and encourage knowledge and information sharing. • Conduct monthly chats, establish Web sites. • Reward and recognize behaviors that support and encourage
- 27. • Also share work ethic, commitment to the job and facility, and values. • Showing up on time and with a positive attitude • “Focusing on work and leaving personal issues outside the workplace.” Seeing your work as an opportunity for continuous personal growth and lifelong learning.
- 28. 3. Expect the Best from Your Staff • There is a concept called 'The Self-Fulfilling Prophecy' which states that people generally will perform in the way others expect them to perform. So, if leader have high expectations for staff, treat them as if they are capable, competent people
- 29. 4. Create Team Spirit • One of our basic human needs is to feel we belong to something bigger than ourselves, and for many people that need is met by being part of a supportive work group. • Charter the group or team, including defining the purpose, goals and objectives, norms for operating together, and how to hold people accountable.
- 30. There are many ways a supervisor can foster team spirit Some of these are
- 31. • Give verbal and written communication to individuals • leader create a feeling of unity among staff. • Encourage an attitude of cooperation rather than competition. • Make sure team members know a bit about each other's personal life by setting aside 5 minutes at each staff meeting to have one person tell about something positive that's happened in their life in the past month.
- 32. • Find reasons to celebrate together, such as birthdays • ask staff what they need from to make their job more satisfactory • Ensure that humor is part of the daily work environment (keeping good taste in mind, of course).
- 33. • Do problem solving and awareness exercise at staff meetings. For example: Have staff members each write a list of 10 things that are important to them, and then have the person next to them cross off one thing. Then talk about what it feels like for them to lose this thing from their life, and relate it to what the residents may be feeling about all they have lost as they age
- 34. • Give Recognition and Appreciation • Be free with recognition and praise people for good performance. • Show appreciation by giving additional responsibility and authority. • Give recognition and appreciation to everyone at every opportunity. • Recognizing excellent job performance and attitude, and showing appreciation for these things .
- 35. 6. Give Credit and Take Responsibility • Always give credit for success to staff, and take responsibility when things don't go well. • As the boss its job to make sure staff is well trained, capable and competent. • Sure that team receives further direction and training so they will perform up to standards.
- 36. 7. Be Approachable Always present an attitude of approachability to staff and customers by :- • Indicate to manner that is available and happy to speak with people from all levels and positions. • Prepare to listen to whatever they want to share • leader or mangers smile and make eye contact with everyone pass when walk through the work . • Act in a friendly manner, call people by name
- 37. 8. Provide a Positive Physical Environment If at all possible insure that the physical environment on your workplace is clean, bright, attractive and cheerful. Make sure it has as much natural light as possible, and that each staff member has room for their own personal space.
- 38. 9. Make Staff Evaluations a Positive Experience • One of the important role and responsibility as the manager is to support the employee through evaluation process. • Staff evaluations should be a positive experience for staff members • It's also a good time to thank them for participating by bringing their special characteristics and talents to the unit
- 39. 10. Introduce new learning opportunities. • Provide ongoing training and development for both content and/or technical skills and soft skills. • Give people tough jobs and tasks that expand their skills, and assignments that demand creativity. • Encourage and challenge them to take risks and step outside their comfort zone.
- 40. 11. Make It Fun Everyone wants to be where people are having fun, so make your workplace feel happy and festive. Find reasons to celebrate together, such as birthdays, birth of a baby or grandchild, moving into a new house, etc., having small parties to celebrate these events.
- 41. Signs of a Negative Work EnvironmentSigns of a Positive Work Environment • The boss is unfriendly. • The boss is critical. • There is high employee turnover. • There is low employee morale. • People watch the clock. • People don't get much performance feedback. • The boss demonstrates interest in the employees. • The boss has an encouraging attitude. • Employees like working there. • There is evidence of company pride and loyalty. • People know where they stand with their supervisors. Signs f a Positive and a Negative of Work Environment
- 42. References • Alan L. Olsen. Creating a Positive Work Environment. June 13, 2011 ¬ 6:33 • Ayling, Diana. “Defining workplace harassment: who is the bully?”, in New Zealand Journal of Applied Business Research, vol.1 (1), 2002. • Beale, Diane. “Monitoring bullying in the workplace”, in Building a Culture of Respect: Managing Bullying at Work”, edited by Noreen Tehrani. London: Taylor & Francis, 2001, pp. 77-94. • Daniel O'Brien .Creating a Positive Work Climate.Ascension Health bases its human resources policies on church social teaching. Vol. 3, No. 10, October 2003
- 43. • Garrett Coan :How to Create a Positive Work Atmosphere http://www.creativecounselors.com and http://EzineArticles.com/?expert=Garrett_Coan • Jaynelle F. Stichler.Creating a Healthy, Positive Work Environment : 2009, AWHONN.Nursing for Women’s Health .Volume 13 Issue 4 • Michael Wintringham :Creating a Positive Work Environment Respect and Safety in the Public Service Workplace. State Services.Olsen, 2002(b), p27 • Walker, Vivienne. “A proactive approach”, in Building a Culture of Respect: Managing Bullying at Work”, edited by Noreen Tehrani, London: Taylor & Francis, 2001, pp. 117-134. • . (Eysenck, 2000; Hunnigan and Coffey, 2003; Chitty, 2005; Sullivan and Decker, 2005; Marquis and Huston, 2006).