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Organizational Well-being

Organizational Well-being . The synergy of the personal, the relational and the organizational. Quandaries and Questions?. While many companies invest millions of dollars in top executive training, effectiveness declines soon after the course? Why?. Quandaries and Questions?.

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Organizational Well-being

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  1. Organizational Well-being The synergy of the personal, the relational and the organizational

  2. Quandaries and Questions? • While many companies invest millions of dollars in top executive training, effectiveness declines soon after the course? • Why?

  3. Quandaries and Questions? • Despite worries that a crack in the tiles of the Columbia shuttle may cause problems, engineer emails crew there is “absolutely” nothing to worry about (Tennesseean, 7/1/2003) • Why?

  4. Quandaries and Questions • Despite warnings by engineers at Morton Thiokol to delay the launch of the shuttle Challenger on January 28, 1986, NASA and executives at the company decide to go ahead. A minute after lift off the Challenger blew apart killing all astronauts. • Why?

  5. Quandaries and Questions • Those who have a bit more control over their jobs are healthier and live longer, up to four times longer! • Why?

  6. Personal and organizational well-being (Harter, Schmidt & Keyes, 2003) The average adult spends much of his or her life working Satisfaction with work accounts for as much as a quarter of the variation in adult life satisfaction The well-being of employees is in the best interest of communities and organizations Multiple studies demonstrate a positive relationship between job satisfaction and individual performance

  7. More satisfied employees are: More cooperative More helpful to their colleagues More punctual More efficient in their use of time Show up for more days of work Stay with the company longer

  8. The Gallup Workplace Audit (GWA) of employee engagement (Harter, Schmidt & Keyes, 2003, p. 208) I know what is expected of me at work I have the materials and equipment I need to do my work right At work, I have the opportunity to do what I do best every day In the last seven days, I have received recognition or praise for doing good work My supervisor or someone at work seems to care about me as a person There is someone at work who encourages my development At work, my opinions seem to count The mission/purpose of my company makes me feel my job is important My associates (fellow employees) are committed to doing quality work I have a best friend at work In the last six months, someone at work has talked to me about my progress This last year, I have had opportunities at work to learn and grow

  9. Clicker question • This is the word that best characterizes my workplace • A. boring • B. interesting • C. supportive • D. engaging • E. horrible

  10. The importance of employee engagement • Positive emotions relating to business outcomes • Joy • Interest • Contentment • Love

  11. Signs of Organizational Well-Being • Efficient structures • Clear roles • Monitoring mechanisms • Planning and accountability • Growth opportunities • Fulfillment of needs • Identity and meaning • Collaboration • Democratic participation

  12. High Low Reflective Environment High Low High Low Affective Environment Effective Environment Signs of Organizational Well-Being:ERA Environments

  13. Signs of Organizational Well-Being:Effective Environments • Efficient • Task-oriented • Well-organized • Accountable • Responsible • Communicate well • Anticipate challenges • Enabling structures • Program evaluation

  14. Signs of Organizational Well-Being:Reflective Environments • Learning opportunities • Organizational learning • Challenge old notions • Take risks • Ask big questions • Promote innovation • Stimulating

  15. Signs of Organizational Well-Being:Affective Environments • Climate of acceptance • Appreciation • Affirmation • Respect • Safe place • Sense of control • Conviviality • Voice and choice

  16. Clicker question from reading by Harter et al Proponents of the stress perspective argue that worker performance and quality of life A. are hindered by strain B. are hindered by too much challenge C. are hindered by boredom D. are not affected by too little stimulation E. a. b, and c

  17. Clicker question from reading by Harter et al Proponents of the well-being perspective at work argue that A. positive emotions in the workplace improve worker performance B. emotions are more important than relationships in the workplace C. relationships count only when they are negative D. only better salaries will improve worker satisfaction and productivity

  18. Organizational well-being: Signs and sources Most individuals have an inherent need to contribute to a larger entity In most cases the needs of individuals and the needs of organizations can be fulfilled simultaneously

  19. Basic needs in the workplace • Clarity of expectations and the provision of basic materials and equipment • A feeling that one is contributing to the organization • Having opportunities to do what they do best • The right people in the right positions • Frequent and immediate recognition • A sense of belonging to something beyond oneself • Connecting one’s work to a larger purpose • Having one’s opinions heard and involvement in decision making • Ownership for organizational outcomes • Big-picture impact of what the work relates to • Social support and social resources • Opportunities to grow and discuss one’s progress

  20. Four basic human needs (Griffith, 2004) Physical well-being Personal competence Relational closeness Self-transcendence

  21. Clicker question Which of the following is closest to self esteem A. personal competence B. sense of control C. self transcendence D. cortisol

  22. Clicker question Which of the following is closest to self transcendence A. self esteem B. meaning C. wealth D. transcendental meditation

  23. Relationship between level of engagement and basic outcomes Turnover Customer Productivity Profit The importance of meeting all four outcomes simultaneously

  24. Employee engagement and outcome Employee engagement percentile Success rate 73% 67% 57% 50% 43% 33% 27% • 99 • 95 • 75 • 50 • 25 • 5 • 1

  25. “We conclude from this study that the well-being perspective is quite applicable to business…the data indicate that workplaces with engaged employees, on average, do a better job of keeping employees, satisfying customers, and being financially productive and profitable. Workplace well-being and performance are not independent. Rather, they are complimentary and dependent components of a financially and psychologically healthy workplace” ((Harter, Schmidt & Keyes, 2003, p. 221)

  26. Sources of Organizational Well-Being: Values, interests, power (VIP) • Competing tendencies within people and groups Values Power Interests

  27. VIPs • Values • What are values? • What are some sources of values? • What are some examples of values? • How can they guide organizational practices? • Why do they need to be considered along with interests and power?

  28. Exercise List three of your values Share them with your peer next to you Compare the three values Are there similarities? What do you have in common?

  29. Exercise: do by yourself List three of your interests Do your interests align well with the interests of your employer? Are your interests some times in conflict with your values? If so, how?

  30. Clicker question • Values • A. are principles to guide ethical behavior • B. are principles to guide religious practice • C. are principles to promote personal interests • D. all of the above

  31. In every act, in every interaction, in every social action, we hold each other accountable to promote People’s dignity, safety, hope and growth Relationships based on caring, compassion and respect Societies based on justice, communion and equality We are all better when these values are in balance To put these values into action, we will: Share our power Be proactive and not just reactive Transform the conditions that create problems for youth Encourage youth and families to promote a caring community Nurture visions that make the impossible, possible We commit to uphold these values with Youth and their Families Our Employees Our Organization Our Community This is a living document. We invite you to discuss it, to critique it, to live it

  32. The Saturn Story • Technologically advanced – robotics • Cooperation between engineers and line workers • Cooperation among UAW and management • Team work • Employee ownership

  33. “Saturn was created as a different kind of company, one based on thoroughly modern ideas about many different kinds of people working together toward a common goal, yet also grounded solidly on some old values having to do with being friendly, honest, innovative, dependable and down-to-earth” (From Saturn website).

  34. Ben & Jerry’s is founded on and dedicated to a sustainable corporate concept of linked prosperity. Our mission consists of 3 interrelated parts: Ben and Jerry’s mission

  35. To make, distribute & sell the finest quality all natural ice cream & euphoric concoctions with a continued commitment to incorporating wholesome, natural ingredients and promoting business practices that respect the Earth and the Environment. Product Mission

  36. To operate the Company on a sustainable financial basis of profitable growth, increasing value for our stakeholders & expanding opportunities for development and career growth for our employees. Economic Mission

  37. To operate the company in a way that actively recognizes the central role that business plays in society by initiating innovative ways to improve the quality of life locally, nationally & internationally. Social Mission

  38. Central To The Mission Of Ben & Jerry’s is the belief that all three parts must thrive equally in a manner that commands deep respect for individuals in and outside the company and supports the communities of which they are a part.

  39. Ben and Jerry’s social investment • Coffee for a change • Bought at La Trinidad in Oaxaca for fair price • Democratically run farm • Reinvestment in health and education and environment

  40. Grayston Bakery’s social investment • Hiring policies • Investing in community • Economic growth • Watch clip

  41. Clicker question Grayston bakery provides A. social support to employees B. job training C. child care to some of its employees D. all of the above

  42. Benefits Workers benefit Stakeholders benefit Product improvement Economic vitality Limitations Bottom line sometimes damages social wellness Flint, Michigan “worst pace to live – ranked 300 Short term vision of wellness, as in Tiger economies Promoting OW in Isolation

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