At one time or another, employees have always found themselves in a dilemma when their personal values collide with organizational protocols. These values could be founded on religious, cultural, experiences, moral and family beliefs that an individual support as ideal (Pace, 2005). Although, these values and beliefs are the main determinant of how an individual leads his/her life, one may come across a situation that threatens to squander those values and beliefs (Pace, 2005). When presented with such a situation, most individuals have no idea how to get themselves out of this quagmire. On the same note, as explained by Halpern and Murphy (2005) conflicts can impact negatively on an individual productivity. However, the focal predicament is how to strike a balance between the two without attracting dire consequences from either side (Boland, 2006).
Main Body
To begin with, Shaw (2006) underscores that to survive in a multicultural workplace an employee ought to develop a personal code of ethics. These ethics serve as a guideline to enable an employee determine what can or cannot be compromised. For instance, if am working in the medical profession, and my personal code of ethics states that euthanasia should not be granted at any circumstances, then I cannot compromise this viewpoint even if my professional career is at stake.
This view is also supported by Pace (2005) who emphasize that personal ethics are tremendously significant because they can either make or break an employee career. For instance in the situation mentioned above, I would be concerned about how a decision will make me feel, whether it makes me proud and how my family would react if they found out that if supported something we have always perceived as morally wrong.
On the other hand, personal code of ethics, albeit significant, should go hand in hand with personal work values. According to Boland (2006), personal work values are significant to an individuals career because they enable one to resolve conflict between personal and organizational values. More often than not, an individual may be required to compromise some personal values to pave the way for some personal work values (Pace, 2005).
This is especially true if personal values and beliefs are developed out of habit rather than out of worthy considerations (Shaw, 2006). Moreover, professional ethics plus personal values enables one to determine the direction of his or her career (Boland, 2006). For instance, if my personal value is to maintain honesty and my personal work ethics states that integrity is the key, then I would be compelled to defy organizational protocols that encourage dishonesty/corrupt deals.
Similarly, Halpern and Murphy (2005) emphasize that in order to avoid collusion between personal and professional life, it is always significant to communicate personal values to the human resources manager beforehand. In such a situation, an employee can always refer to the statement when compelled to perform tasks that violate personal values (Boland, 2006).
For instance, if am working for a company that have recently decided to extend its business operations to 7 days a week. Then it happens that I am scheduled to work on Saturday against my religious beliefs, assuming I had communicated these beliefs prior to this managerial changes, I can always remind my boss that working on a Saturday violates my religious beliefs. This way, I can negotiate with my manager to adjust my schedule to any other day except a Saturday.
According to Shaw (2006), most work related stresses are often as a result of conflicts between personal versus organization protocols. However, since both are essential for career progression, the secret is how to strike a balance between the two (Halpern & Murphy, 2005).
Conclusion
Against this background, I understand that I am likely to encounter such conflicts along my career path, but what matters is my assertiveness, empathy, risk evaluation and above all my ability to negotiate for compromise.
References
Boland, K. (2006). Ethical Decision-Making among Hospital Social Workers. Journal of Social Worker Value and Ethics, 3(1):12-16.
Halpern, D. F. & Murphy, S. E. (2005). From work-family balance to work-family interaction: changing the metaphor. New York, NY: Routledge.
Pace, J. (2005). Professional Development Series: Books 1-4. New York, NY: McGraw- Hill College.
Shaw, P.J. (2006). The Four Vs of Leadership: Vision, Values, Value-Added, and Vitality. Mankato, MN: Capstone.
This paper is about personal values and how they contribute to one’s mission in life. A person’s values are simply the ideas or views that determine how they live. In other words, this refers to the general expression of what comes out as important to an individual, and what they have chosen to uphold. Due to the significant roles which they tend to play in our lives, personal values are often said to be a reference point for what can be considered to be morally or ethically straight for us.
As we grow up, we tend to observe and draw other people’s values until we reach an age where we can make reasonable choices about the kind of values that we may consider worthy and ones that we need to uphold in our lives. In this paper, I have talked about my mission in life and the area where I would like to contribute most. Here, I have discussed my values and my goals that align with those values. Moreover, I also explain in the paper the nature of my perfect organizational culture and the reason why I like it that way.
My mission is to always integrate effective managerial and leadership skills to make value visible in key organizational systems. In that regard, my main area of interest, where I will like to contribute most is none other but organizational leadership and management. I would like to serve in a competitive business environment from either the private sector or the public sector, where I will be able to execute my values appropriately.
My goals in business would include, but will not be limited to, unveiling ways of minimizing costs while maximizing profits, motivating other employees to focus on a positive outcome, growing the operations of my organization, improving efficiency, creating challenges for competitors, improving management-staff relationships through teamwork, and unveiling attractive brand. Based on my mission, I would apply all the necessary tactics to ensure that all my desired end-point goals, as highlighted above are eventually realized. Many types of personal values define us in life, and these include charity values, inherited values, values linked to relationships, and workplace environment values.
As it would be observed, the list of personal values is endless, and this means that different people in the world have different types of personal values that they tend to implement into their lives (Roccas et al., 2002). I hold a wide range of personal values, which include trusting other people’s capabilities, maximizing the use of available resources, competence, co-operation and teamwork, continuous improvement, effective communication, commitment to work, accountability, discipline, and empowerment, among others.
I would prefer working in a developing organization or department, that apart from just supporting my values will provide room for further advancement of my leadership skills. Unlike advanced organizations, growing businesses are likely to face many challenges before they flourish, and this provides a suitable environment for anyone who aspires to put their values into practice. There is no doubt that my values will play a crucial role in enabling me to meet my mission in my workplace environment.
It is obvious that no matter the values that we may possess as individuals, they would tend to rely on several core factors to bring a visible impact to an organization (Shane & Glinow, 2013). One of these factors is the nature of the organizational culture which is regarded by many as a powerful force of any firm which intends to make a positive difference in the dynamic business environment. In my case, I would prefer working in an organization that comprises staff members who belong to different cultural identities. There is a universal agreement that the culture of an organization is indeed a key determinant of its success.
The reason for this is because culture eminently influences the decision-making process of a firm. There are several reasons why I would prefer serving in an organization with diverse cultures. First of all, this will be certain to bring positive influence on employees through teamwork processes where varied ideas and opinions are likely to be generated, thus necessitating successful and fast achievement of end-point goals in the organization. Another important reason is that workers belonging to different cultures will tend to have varied knowledge and exposure, thus promoting competence and efficiency in the workplace. All these, however, will be supportive of my values in the organization of my interest.
As shown in this paper, personal values are of great importance to both individuals and organizations. It is patently clear from this essay that, integration of a good business mission and effective personal values can be a certain way of promoting business management and success. In that case, people should effectively apply their acquired personal values to generate the most desirable outcome in their business or workplace environments.
References
Roccas, S., Sagiv, L., Schwartz, S., & Knafo, A. (2002). The big five personality factors and personal values. Personality and Social Psychology Bulletin, 28(6), 789-801.
Shane, M., & Glinow, V. (2013). Organizational Behavior, 6th edition. New York: McGraw Hill.
Personal values have a direct influence on professional work. Moreover, personal values are almost impossible to be separated from professional counseling. However, counselors are expected and even required to be free of personal bias toward the patient. People rely on the counselor for advice and recommendation, and they do not want the personal values of the counselor to have any impact on sessions. Therefore, counselors need to take into account their own values and try to become conscious of how their professional work is impacted or modified by personal values.
Special attention should be paid to the non-verbal clues. It is hardly possible to avoid communicating values. Nevertheless, counselors have the primary responsibility to remain objective during the sessions and person-oriented instead of self-oriented. Non-verbal clues may reveal the opinion of the counselor about the problem of the patient. For example, lack of direct eye contact may send the message to the patient that the counselor is personally not interested in the problem shared by the patient. If the counselor does not ask any questions or smile when the patient tells about the tragic, in his opinion, incident, the quality of counseling is affected by the personal values of the counselor.
There would be no problem with personal values if the field of professional expertise was different from counseling. Counselors must be free of bias and express a personal interest in each patient. Taking into account that counselors and clients usually have different value systems, a conflict of values may occur. If the counselor is not able to control his non-verbal communication, the counseling process is affected negatively because the client may read the non-verbal clues or adapt his own interpretation. Thus, the primary objectives of the counseling will not be achieved.
Many therapists believe that they can be professional counselors while avoiding the influence of personal values during counseling sessions. However, it would be wrong to state with confidence that all counselors are free of personal bias. Some counselors are not aware of the impact personal values have on the counseling process. Yet others lack the skills and abilities to keep their personal values out of the counseling process. It is important to add that there is a constant exchange of values between a therapist and a client. Nevertheless, patient and therapist play different roles: patient seeks help while therapist must function in a helpful manner.
On the other side, the therapist may be able to avoid the influence of personal values on the counseling process if they have a clear mental separation of their personal life from professional duties. From an ethical perspective, the therapist is not a friend; the therapist is a responsible professional whose primary responsibility is to provide efficient and timely help. Clients turn to a counselor to find help solving their problems. The personal values of the counselor may affect the given advice or recommendation.
In conclusion, personal values have an unavoidable impact on counseling sessions. Therapists and counselors must regularly assess their counseling practices in order to ensure bias-free counseling. However, non-verbal clues may reveal the personal values of the counselor to the patient. Counselors should pay special attention to trying to avoid the impact of their personal values on the counseling process and advice they give.
Study of Values: A Scale for Measuring the Dominant Interests in Personality by Gordon Allport used to be a breakthrough article in terms of defining the strength and values of different personalities through case studies. This review will outline the main features of the article and will point out its weaknesses and strengths within psychology as per the time it was published.
The focus of the experiment was to create and apply a test in order to identify people’s interests and how they differ presented on a certain scale. There were different layers and professions explored due to these personalities test. It was estimated that various people with different occupations were good at totally different spheres of studies and life overall. As such, business administration students were better at economics, priests – at religion studies, and medical students showed great skills in theory.
Unlike many readers who foresee the conclusion, these tests do not necessarily mean to highlight the strengths and weaknesses of a particular person as a negative factor. On the contrary, personality tests like that aim for showing the relative intensity of the six values, rather than absolute strength which implies specific values’ obvious advantage and the possibility to apply them to the working environment efficiently.
One of the disadvantages of the test, however, is judgmental and invidious definitions. As it is seen from the test questions, they are far from being unbiased since the theoretical and aesthetic values are appreciated, whereas political and economic values are considered bad ones. Therefore, within the scope of such studies, it is interesting enough what the way out of such bias will be since the questions are created by the test author who actually decides himself what the right and wrong answers are.
Another advantage and the disadvantage at the same time is the language which is wholly academic. Therefore, the test will fit academic groups of the interviewed, whereas its applicability to other groups outside academia is questionable. Another omission in the test that has to be noted is non-relevant questions for the individual cases. This is a serious mishap in the scope of such studies when the cases have to reflect overall and particular cases’ surveys. The idiographic rule of psychology is being strictly violated in this case. Therefore, it can be said that the value of the test is rather limited. However, if used within the appropriate context, it has significant value.
The new review of the article presents newly formatted text with simplified language, no question, and streamlined scoring evaluations. As such, the test presented a good means to unveil which of the classes a person largely belonged to. The general implications cannot be ultimately claimed as bad or good ones (Allport et al., 1960). The present days’ reviewer can divide the questions into groups and follow Spranger’s theory as it is.
The third review by Shaffer offers totally different approach towards the theory. The amendments made to the tests before were only rewordings and changing the irrelevant cultural content of the questions. The new alternations, however, seemed to leave the meaning unchanged for many further years. There are changes presented in a manual on how the test has been altered as per the consistency of the items. The number of students drawn is 1,816 and now the findings are registered according to the sex and occupational group, as well. Moreover, the new testing format eliminates the extra score sheet and simplifies the process of evaluating data.
Reference
Allport, W.G., Vernon, P.E., Gardner, L. (1960). Study of Values: A Scale for Measuring the Dominant Interests in Personality, Revised Edition. Boston: Houghton Mifflin.
Many professional nursing values are crucial for providing high-quality care and services. They are significant for both nursing staff and their mentors. At my place of employment, nurse managers show several important qualities and values that allow them to address problematic issues within the team or existing organizational policies. The first significant value that my mentor has is sharing decision making (Black, 2016). They always collect nurses’ feedback and suggestions while implementing new care strategies. Sometimes, mentors ask staff to participate in group discussions regarding problematic issues to resolve them collectively. Such an approach is valuable because it shows to nurses that their opinions and perspectives are significant.
The second professional value that the mentor at my workplace has is flexibility. The nurse manager encourages staff to implement innovations in care and try new approaches to enhance the quality of services. In addition, she is open to discussion and can adapt to challenging situations, such as conflicts between nurses and patients. This capacity allows the mentor to respond to existing problems rapidly and prevent them from happening in the future. The nurse manager also shows the eagerness to improve services continuously (Black, 2016). She establishes training sessions and meetings aimed to enhance nurses’ knowledge about health-related topics, prevention methods, and follow-up care. In addition, the mentor has developed a feedback system for patients, which allows for identifying existing disadvantages in approaches to care. Finally, the nurse manager shows several significant personality traits, such as empathy, compassion, and humaneness. Alan and Baykal (2018) report that these qualities are vital for mentors as they allow for an excellent performance. It is possible to conclude that the nurse manager at my workplace presents the professional values of an effective leader.
References
Alan, H., & Baykal, U. (2018). Personality characteristics of nurse managers: The personal and professional factors that affect their performance. Journal of Psychiatric Nursing/Psikiyatri Hemsireleri Dernegi, 9(2), 119-128.
Black, B. (2016). Professional nursing: Concepts & challenges (8th ed.). Amsterdam, Netherlands: Elsevier Health Sciences.
An evidence-based approach to treating a patient is fundamental in the practice of a clinician. As stated on Oncology Nursing Society (2018, para. 3), “good clinical judgment integrates our accumulated wealth of knowledge from patient care experiences as well as our educational background.” Above all, this assertion means that a specialist’s knowledge may contradict the personal values of a patient. A practitioner should take into account these differences and change their treatment accordingly.
As such, during my nursing practice, I have encountered a case where my preceptor used an evidence-based approach. Namely, while providing basic care assistance, my leader had to pay special attention to the nutrition of one patient. A Jewish lady was not satisfied with the available menu of the hospital unit where I was practicing. The ration included food that was not considered “kosher” by this person. It turned out that she was highly religious and could not consume certain kinds of meat and dairy, such as cheese and pork, since it is prohibited by Jewish tradition (Hill, 2019). As a result, my preceptor decided to change her nutrition so that to provide appropriate care.
To deliver the most proper care to this lady, my leader had to plan a new menu and implement it and evaluate the effectiveness of this action. So far, the instructor nurse consulted with the old lady as to the list of products that she could not eat. After that, the leader assembled a revised menu that excluded dairy and meat products that were not “kosher.” Next, the preceptor included new products that would be as nutritious as the prohibited ones were. These corrections were delivered to the hospital kitchen and implemented within a day. Finally, the lady was asked if the new menu satisfied her, and her health condition was evaluated. In fact, that was an example of successful evidence-based practice.
This example is demonstrative of other leader’s responsibilities use in practice. First of all, the preceptor illustrated the active participation in the policy of the hospital unit and healthcare organization as a whole. Precisely, the facility adheres to the policy of equity of the needs of its patients, which includes inclusive treatment and a client-centered approach. In this case, the leader provided exceptional care for the person whose religious beliefs were highly valued. These beliefs were accounted for during nursing practice, which reveals the organization’s policy.
The other evidence of knowledge of the nursing practice information lies in providing correct finance operations within the healthcare facility. The preceptor displayed great skill in this part of medical services. Namely, she managed to assemble a new menu for the old lady within the limitations of the hospital budget. She used the finance reports of the unit for this operation and composed a complete account of the possible expenditure for the patient. Therefore, this is an illustration of finance management in the practice of a leader in healthcare.
The next issue that I encountered in my practice was concerning the regulatory environment. For instance, the already discussed situation of the old lady was complicated by her demands for providing her additional services. However, it is known that not all medical procedures are necessary; if so, they are not covered by a patient’s insurance (Maryville University, 2020). The lady was consulted on this matter and changed her mind as a result. Clearly, the counceling of patients in the questions of the legal perplexities of the care practice attributes to a practitioner’s knowledge.
Finally, the preceptor showed an exemplary implementation of the healthcare trends in the old lady’s case. When the leader had finished the new menu for the patient, she used the local hospital data cloud to share it with the institution’s administration. The existence of such a platform and its correct use by the workers corresponds to the emerging trend on digitalization of hospitals’ databases for quicker exchange of information (Rotageek, 2021). Thus, a nurse’s responsibility includes the use of current trends in healthcare; my facility exhibited its involvement in this practice.
A client-centered plan of care is essential for providing specialized treatment that corresponds to a particular patient’s needs. It includes various elements and should be holistic to reduce the possible risks for a patient’s health. After consulting with my instructor, I have decided to create a plan for the old lady whose situation I described above. The patient had severe PTSD; yet, the nursing practice concerns daily care rather than mental disorders. The main additions to the usual care plan for this client include:
individual nutrition plan which excludes pork and dairy products;
providing somnifacient medications for better sleep (the patients suffers from nightmares and insomnia);
emotional support from nurses and specialists in PTSD;
assisting in hygiene procedures to prevent harm from cutting devices;
organizing meetings with law consultants for helping the patient to solve her issues with insurance;
help in managing the financial resources of the patient for inclusive social support;
enhancing the environment to reduce the risks of depressive episodes.
Family is essential as it makes it possible to have core values. Each family has its own set of values which it holds in the highest regard. The reason for having a family as the number one core value is that most of the time is spent with one’s family, and a lot of things are learned during this time (Deptula 12). With this, the family becomes important as it can influence the personalities of people, and the value can exist whether or not one has stated explicitly.
Reliability
Often, individuals lack reliability, and it is an instrumental value to have. This value involves the ability to be relied on, faithful, worthy of another person’s trust, and authentic. Being dependable means that, as a result of our consistency, we are more robust as a company (Deptula 12). Additionally, being trustworthy results in more efficient teamwork. For an organization to develop and prosper, it emphasizes efficiency. People are fundamentally reliable, for instance, and we place great value on cell phone service and internet connectivity every day.
Compassion
Compassion refers to being able to suspend judgment to understand other people’s viewpoints or circumstances when they differ from our own. An individual must sincerely care about the needs of the other person or individuals to be compassionate (Deptula 15). When they are compassionate, it comes naturally to be interested in why people behave the way they do, and it is simpler to be open about their thoughts. That is because their curiosity about learning rather than just passing judgment informs the queries you pose and the viewpoints you express.
Personal Development
Many people have different values but lack personal development, which is important. Individuals engage in personal development whenever they are actively working to better themself. The value of personal development cannot be overstated. It enables people to realize their full potential. It equips them with the knowledge and self-assurance needed to deal with any situation (Deptula 18). They are getting better at managing their emotions and bad ideas by overcoming laziness or procrastination. It also improves individuals’ ability when working with others, including the relationships they form/build.
Responsibility
Responsibility is important as it means that others can entrust one, which is a duty they are sure people will fulfill. Hence as a personal value, it shows that one can be committed to carrying out some action generally or in specific situations and accepting the outcomes they get when they are done with the assigned. Being accountable for your professional responsibilities is what makes responsibility a crucial workplace virtue (Deptula 20). When a person can finish jobs and correct mistakes to provide the finest work, they can satisfy or surpasses expectations.
Comparing Personal Values with Core Values
Personal values and core values are similar as they mean the same thing, to many people. They are the convictions, ideas, and standards an individual has and act as the compass of their actions. They are essential as they guide people’s decisions regarding long-term and short-term goals and objectives. Another similarity is that they influence how individuals behave with others. For instance, in a business setting, personal and core values influence a person’s relationship with fellow employees and customers (Doetsch-Kidder). Therefore, when utilized well, these values reflect positively on the business practices, as they benefit the whole team and bring about success.
Contrast
The contrast between personal and core values is that personal values are more seen in people individually, while core value is general. Personal values seem to be at the center of individual lives as they impact a lot of things. For instance, a business may have core values that emphasize its employees to perform well and make the business successful (Doetsch-Kidder). Additionally, core values can show individuals how to interact with others while representing the business, while on personal values, people already know how to conduct themselves. Therefore, as much as the two essential values seem to differ, the difference is minimal but has a huge impact.
Personal and Core Values Alignment
Justification for the Alignment
The justification for personal and core values is that, in a workplace setting, employees are happier and more motivated to perform their jobs when their values coincide with those of the business. Because they are aware of their work’s positive impact on the company’s overall success, they are internally motivated to finish the task at hand. As a result, they are more committed to performing than presenting themselves (Doetsch-Kidder). Being inspired and motivated results in improved productivity and sincere devotion for many who go above and beyond what is asked of them.
Conclusion
At times there is a non-alignment regarding the core and personal values. The existence of conflicting values brings this about. It results from unproductive competition among team members, a lack of enthusiasm to work, low commitment and productivity if resentment sets in, and other negative effects. Learning to recognize your values before pursuing any career or place of employment is crucial (Doetsch-Kidder). To identify with the firm and align with its fundamental values, which is essential in the long run, they should be aware of what is important to them. Therefore, there is room for greater success, when the non-alignment is addressed and this is reflected by meeting the goals and objectives of the business.
Works Cited
Deptula, David. “Core Values and the Air Force.” The Journal of Character & Leadership Development, vol. 8, no. 3, 2021, pp. 12-21.
Doetsch-Kidder, Sharon. “Using Mindfulness, Core Values, And Interdisciplinary Conversation To Develop Critical And Creative Thinking.” Innovations in Teaching & Learning Conference Proceedings, vol. 11. 2019.
Various studies have been carried out to determine the importance of an organizational behaviour. Organizational Behaviour is an analysis that caters for various business applications including investigation of business acquaintance to determine how personal and organizational values affect employees’ job satisfaction.
The relationship between organizations and individuals takes various approaches, for instance behaviours of an individual, a group, the organization or a simple social system. The main aim of such an analysis is to build longer relationships by catering for individual demands, organizational and social objectives.
The analysis often fails to cater for individual values, but majority of today’s leaders acknowledge that considering the individual values is important for personal, professional and social satisfaction of the employees.
Values are unique abstractions that determine the desired behavioural aspects such as freedom of participation, equality, as well as respect for traditional practices, believing in individual as well as group loyalty, respect for friendship and openness.
Personal values characterize an individual but also describe a group, a work unit and the entire organization, due to the self-driven properties and other results. The values form part of personal concept of defining performance procedures and therefore describe the person’s attitude towards performance.
For this reason, the organizations and personal values of performance form a strong basis for determining employee’s job satisfaction. According to Buerki and Louis, “personal values determine individual’s attitude, personal norms, preferences/choice as well as behaviour (7)”.
At an organization’s level, the personal values determine the organization’s culture, which is a key factor in determining the employee’s job satisfaction. Various organizations have strict and competitively task-oriented cultures while others are flexible enough to cater for its loyalty to customers as well as employees and make provision for employee’s personal development.
The personal and organization’s values are thus important factors or determining behavioural norms and employee’s expectations, management prospects and formation of social identity. The values are generally the psychological aspects of determining formation of a work environment.
This study will focus on the social and organizational values of South-West Airlines, with a particular interest on the connection between employee’s values such as desires and other work-related experiences. The relationship between the organizational and personal values is often referred to as the value congruence that generates various organizational values and individual predilections to understand how well the individual match to the organization as an employee.
Company background
One of the main missions of South-Western Airlines is to provide a form of rewarding and enforce mutual understanding among the employees. This is strategy for enhancing growth of its client base. The airlines also provide a guarantee for employees’ safety through harmonizing operations.
The main reason the firm is in a position to offer competitive rages to its potential competitors is the capacity to ensure motivation of employees. The airline also ensures high ethical and professional standards for all the corporate activities by ensuring the staffs offers the best quality services through enthusiastic participation.
Considering the employees’ personal values during performance also ensures their participation in decision-making procedures (South-west Airlines, 1).
Decentralized form of governance assists in enhancement of employees’ performance since they contribute and participate in governance depending on their departments or work environments. The employees are also able to meet goals and set personal standards since empowerment promotes sharing and creates a sense of ownership.
Organization Chart
Definition of terms
Personal/Organizational values – Psychological aspects of determining formation of a Work Environment
Organizational Behaviour – Analysis of various business applications such as Personal and organizational values affecting employees’ job satisfaction.
Moral Parameters – Values that determine leadership styles, group dynamics and Communication
Autocracy – Dictatorship
Collegial – Partnership between the employees and management
Identification of Technical Facts
Evidently, there are various ethical implications at South-west Airlines that connect to employees’ moral dilemmas and satisfaction. Various accusations from employees and filed cases against the firm is a clear indication that personal values and consequently their level of satisfaction often compromise the reputation of the firm and cause mistrust among potential investors.
An indistinguishable organizational culture and lack of respect for individual values can cause apprehension among employees and thus ruins the reputation of a company. For instance, do companies act ethically when they fail to reveal all-important information such as employment or promotional terms and conditions?
Moral parameters
The performance of the firm depends solely on managerial decisions to implement certain guidance values. The values determine the organizations’ culture that is made of various formal, informal and social situations. The cultural values are therefore moral parameters that assist in determining the leadership styles, group dynamics and communication within the firm.
The workers therefore base their personal values on the organizational culture as long as it presents a form of quality that determines the employee’s degree of motivation. The final products of motivated or satisfied employees include better performance at personal professional level of growth and general development of the firm.
The combination is a model or organizational framework that is capable of modelling a good framework for operations of the firm. In relation to Buerki and Vottero (12), on identification of viable business ethical values and moral parameters, it is important to follow personal values and the reputation they cause to the firm. The analysis of values also depends on the extent at which the employees’ worth is affected.
Legal constrains
According to Buerki and Vottero, “another ethical issue represented in South-west Airlines’ study involves invoking the conscience clause in relation to the law (12)”. Good organizational values must provide employees and investors with appropriate information other than implement some scrupulous ways of capturing clients’ attention, such as influencing them of enhances sales. Employees often have different values than those of the organization, thus the common conflicts of interests.
Autocracy Model of Performance
South-west Airlines operates in under the framework that, since it has a powerful form of administrative orientation that aims in orienting employees into obedient and dependable business assets (South-west Airlines, 1). It is a way of conforming to employees’ demands with subsistence, through following a predetermined form of professional code of values or a well-known organizational culture.
Proper treatment of the employees is an assured measure of maximizing profits due to performance increase that often results from employees’ job satisfaction. Organization culture is often made of some in-house bureaucratic rules or directives that are meant for internal business gains and firm’s efficiency over its good relationship with the employees.
There are various ethical values that indirectly constrain employees, such as implementation of a constitution that assist in generation of higher profits for the firm, but exploits third parties. The basic employees’ needs might be met, but performance results are minimal.
Custodial Model of Performance
The firm bases its performance analysis on economic resources or ability to generate more profits. The managers are oriented to money, while the employees base their performance on security and such benefits that make them depend on the organization (South-west Airlines, 1). If the company meets the security needs, the performance results from passive cooperation due to lack of better options as opposed to job satisfaction.
Supportive Model of Performance
The leaders in this model do not base their administrative needs on monetary terms but rather maintain a managerial point of reference based on employees’ support. The employees are thus more motivated and oriented towards performance and greater participation in decision-making and profit progression plans.
The status and recognition of the employees is of grate benefit to the firm, due to performance result that depends on resolutions that awakens motivation.
Collegial Model of Performance
Collegial model is based on the partnership between the employees and management. The management is oriented towards team performance through enhanced group/team work activities. Such a managerial style depends extremely on liable performance measures and self-discipline.
Such a managerial style is able to meet employee’s self-actualization and enhance moderate enthusiasm. Enthusiastic employees are able to deliver better performance results. Although all these models of performance are different, the firm cannot use them separately since they are not separate but inclusive, thus the difficulties of exclusive operations.
Neither of the models is more predominant and thus overlaps the other rules. The current need for industrial growth at South-west Airlines is a clear indication that they need the autocratic model of performance.
This is an indication that there is no better management model since they depend with reason for implementation and the need to implement a new model. An ethical dilemma that most South-west Airlines managers faces before making their final decision is based on their need to find a better and ethical marketing strategy, which cannot compromise the moral principles particularly the business ethical values.
Social-Cultural Systems
The relationship among business managers and employees is a complex matter since the interaction is diverse. The social-cultural system is equally complex with people having differences of opinions within and outside the work setting. The cultural values of one member especially a person who is on a managerial level can have direct or indirect impact on other employees.
The social-cultural system lacks boundaries due to exchange of services or merchandise, interaction between culturally different ideas and environments.
Cultural differences between individuals and the employer determine the behavioural aspects such as performance since personal values emerges from these different practices, knowledge, customs, thoughts and believes.
Employees’ performance therefore depends on the cultural differences that offer personal understanding, stability, self-precautions and ability to face a given situation. People often fear change due to possible alteration of the cultural differences and thus adjustments of personal values.
Change of these personal values can easily cause instability, loss of security and failure to come to terms with the introduced system. Personal values can also cause individualism since the employees are in a position to push for change in the firm successfully and thus change the existing organizational culture.
The Common Effects of Personal Values
The diagram above indicates that isolation within a firm occurs due to low individualization and less socialization. Contrary, when social interaction is too low but people are very individualistic (have wide differences on personal values), the interaction often causes rebelliousness and disagreements.
High social interaction and low individualization causes employees’ conformity, while high individualization and socialization causes formation of a competitive environment. Employees who feel the responsibility to grow in a competitive market are always making the right decision.
Individualistic values favour rights of individuals since they break the tie of social networks to form admiration for personal values. On the other hand, social-cultural systems reward careers due to group harmony. The values in this case are meant to challenge the firms’ values through questioning and experimenting, but retain the cultural values that maintain social unity (Lycette and Herniman, 25).
Assessment of Current Job Satisfaction Techniques
South-west Airlines combines various techniques such as the need to assure inventive strategies and embrace dynamics of technology to enhance motivation. This is a long-term strategy that promotes employees’ job satisfaction and thus customer satisfaction due to positive and warm advice or services they receive from the staffs.
According to the company’s prospectors, South-west Airlines has unique strategies of enforcing collaboration with other leading airline and hospitality companies and thus are able to increase value for growth among its employees (1). The firm’s employees collaborate as chief information officers, each acting on personal capacity as the company’s ambassador.
Strategy to make obligatory measures that employees must act as per personal values towards growth of the industry empowers the employees who eventually perform better due to the motivation. Job satisfaction depends on personal ability to involve employees in various executive positions and capacities to oversee the firm’s performance.
When they are able to find ways of complying with various international stands besides basing decisions on personal values, the employees are able to satisfactory perform up to standards.
Job Motivational Strategies for South-west Airlines
South-West Airlines implements diverse strategies of motivating employees especially those at the customer-service levels. The firm empowers them through assignment of tasks that require personal creativity and full involvement such as restructuring and marketing of the firm’s deals or finding as well as attracting the potential clientele.
To motive the employees, the company involves them in various retraining courses especially those set by international standards. (Lycette and Herniman, 28). The training procedure creates a building block for guidance and promotion of personal values through diversification of activities.
The employees also enjoy various benefits during such programs such as allowances, more diversified learning and paid time-offs. Engaging employees in various managerial roles through a quality preliminary training program motivates them especially when they engage some critical analysis of these work-related form of learning (Maio and Haddock, 212),
South-West Airlines implements various employees’ motivation approaches such as constant improvement or changeover of personnel at its customer care department. The changes depend on the empowerment of the employees, performance analysis and the organization culture.
The positive culture of the firm depends on employees’ ability to interact and exchange ideas through enhanced rapport and incentive programs. The organization culture also has a basis on role the employees play in ensuring they follow values that put clients first.
Well-nurtured personnel are the main determinant of the form of nurturing the customer receives. According to the prospectus, South-West Airlines utilizes the job satisfaction assurance as a unique and outrageous strategy for enforcing better performance levels (1).
South-west Airlines Managerial Views
Fostered Performance Culture
South-West Airlines lays-down the company’s objectives in accordance with ability to meet employees’ expectation. The positive culture encouraged among the employees ensures respect for personal values, thus promoting individuals’ job satisfaction.
The South-West Airlines’ procedure for redesigning jobs provides a sense of value among employees who face diverse challenges. A performance culture provides them capacity to recognize achievements. The steady motivating procedures depend on differences of daily activities due to the dynamism and the ability to perfect performances.
The liberal aspects of behavioural changes assist in finding the difference between personal values and organization’s procedures that are culturally right and able to foster economic growth such as maximal delivery of services.
Redesigning of company values provides some unique styles of leadership that enhances employee motivation and freedom of forming better relationships among employees due to communication improvements with the top-level management.
Personal values of employees empower them to negotiate for better working strategies thus enhancing commitment for effective and proficient customer services. In line with Maio and Haddock, “Locke’s Theory of setting goals indicates that employees are more comfortable when they work in companies where they can enjoy and feel right (218).”
South-west Airlines Performance Evaluation
How does the company implement and utilize the decision-making policies?
Issues that relate to performance of the employees often encourage a performance culture. There are various methodologies utilized by the company to promote personal values, ability to question and debate on needs to change come from the organization’s guidance.
The departmental grouping and human resources have the mandate to question and change key decisions. This is a healthy means of correcting mistakes and avoiding possible business conflicts particularly between employees and the employer.
What are the elements of determining employees’ satisfaction and consequently performance?
Management styles depend mainly on the discipline of the employees and the administration. The employees’ satisfaction and performance evaluation are determined by leadership skills or strategies and the discipline of the leaders.
There are various systematic procedures that assisting to find employee’s duties and guidelines that determine performance. The employees have different thoughts, values, feelings and actions that require critical management.
This performance culture is guided through official processes perplexed or stymie by some bureaucratic processes and eventually conflict. “In accordance to Reactance Theory, people perform negatively in accordance with personal values, only as a protest against threats or compromises presented by the organization culture,” (Maio and Haddock, 218).
How does employees’ evaluation procedure promote their values?
During the decision-making procedures, employees are answerable to various performance expectations. This discipline requires commitment and a proactive measure to cater for possible work-related obstructions.
The firm’s strategy of rewarding employees depending on performance merit ensures that employees chose the best performance strategy depending on the personal and organizational values. The airlines redesign the performance procedures to cater for enhanced and clearly defined work boundaries, which put into effect performance flexibility.
Good interrelationship among employees translates to satisfaction for both the clients and management. Evaluation of employees’ performance is thus equitable to invention values that promote labour, intensity and satisfaction.
South-west Airlines Employees Rewarding system
South-west Airlines caters for employees’ differences especially the opinions they present. The human capital is the key asset and thus heavy investment on performance indicators such as bonuses and benefits offers are essential.
The customer care sector is the key standard for supporting business services. Employees are more satisfied when the remuneration packages are good enough. Extra remunerations such as profit sharing boost their morale to work more and implement better values to achieve the set goals.
Rewarding does not necessarily mean offering the monetary incentives; the firm can also utilize certificates of performance, trophies and general recognition through publicizing good performance. Ability to understand the intensity in the labour markets depends on products of worked hours and employment shares within the group.
Provision of flexible work schedules is also an excellent rewarding mechanism since it provides some freedom for gaining better satisfaction at relatively low managerial efforts.
Service department employees often require time-offs for better performance and enhanced trust among themselves. Satisfied employees have strong relationship with customers. Catering for employees’ unique needs and values is thus a rewarding mechanism as well and it works as a good motivation among the workers by offering them the required freedom to choose aspects that boost workplace morale.
The efforts to achieve various aspects depend on rewards for both good efforts as well as achievements. Employees’ minds and values often present good ideas, which eventually cause best business thoughts.
Conclusion
South-west Airlines utilizes various models in enhancing its performances especially on aspects concerning the core values that influence the employees’ motivation and thus fostering job satisfaction. Autocracy is a powerful form of administration that fosters employees’ conformity to traditional values, professional code of values or a well-known organizational culture.
Custodial measures ensure that the firm bases its performance analysis on economic resources or its ability to generate extra profits. The social cultural system ensures that there exists a strong interrelationship between employees and employer.
The managers therefore ensures support for employees without basing their administrative needs on monetary gains, but rather maintain a managerial point of reference based on employees’ support. Collegial managerial style ensures existence of partnership between the employees and management of South-west Airlines.
Works Cited
Buerki, Robert, and Louis Vottero. Ethical Responsibility in Pharmacy Practice. Chicago: Amer. Inst. History of Pharmacy Publisher. 2002. Print.
Lycette, Bill, and Herniman John. New Goal – Setting Theory. Journal of Industrial Management, 50(5), 25-30. Sep 2008.
Maio, Gregory, and Haddock Geoffrey. The Psychology of Attitudes and Attitude Change. London: SAGE Publishers. 2010. Print.
At one time or another, employees have always found themselves in a dilemma when their personal values collide with organizational protocols. These values could be founded on religious, cultural, experiences, moral and family beliefs that an individual support as ideal (Pace, 2005). Although, these values and beliefs are the main determinant of how an individual leads his/her life, one may come across a situation that threatens to squander those values and beliefs (Pace, 2005). When presented with such a situation, most individuals have no idea how to get themselves out of this quagmire. On the same note, as explained by Halpern and Murphy (2005) conflicts can impact negatively on an individual productivity. However, the focal predicament is how to strike a balance between the two without attracting dire consequences from either side (Boland, 2006).
Main Body
To begin with, Shaw (2006) underscores that to survive in a multicultural workplace an employee ought to develop a personal code of ethics. These ethics serve as a guideline to enable an employee determine what can or cannot be compromised. For instance, if am working in the medical profession, and my personal code of ethics states that euthanasia should not be granted at any circumstances, then I cannot compromise this viewpoint even if my professional career is at stake.
This view is also supported by Pace (2005) who emphasize that personal ethics are tremendously significant because they can either make or break an employee career. For instance in the situation mentioned above, I would be concerned about how a decision will make me feel, whether it makes me proud and how my family would react if they found out that if supported something we have always perceived as morally wrong.
On the other hand, personal code of ethics, albeit significant, should go hand in hand with personal work values. According to Boland (2006), personal work values are significant to an individual’s career because they enable one to resolve conflict between personal and organizational values. More often than not, an individual may be required to compromise some personal values to pave the way for some personal work values (Pace, 2005).
This is especially true if personal values and beliefs are developed out of habit rather than out of worthy considerations (Shaw, 2006). Moreover, professional ethics plus personal values enables one to determine the direction of his or her career (Boland, 2006). For instance, if my personal value is to maintain honesty and my personal work ethics states that integrity is the key, then I would be compelled to defy organizational protocols that encourage dishonesty/corrupt deals.
Similarly, Halpern and Murphy (2005) emphasize that in order to avoid collusion between personal and professional life, it is always significant to communicate personal values to the human resources manager beforehand. In such a situation, an employee can always refer to the statement when compelled to perform tasks that violate personal values (Boland, 2006).
For instance, if am working for a company that have recently decided to extend its’ business operations to 7 days a week. Then it happens that I am scheduled to work on Saturday against my religious beliefs, assuming I had communicated these beliefs prior to this managerial changes, I can always remind my boss that working on a Saturday violates my religious beliefs. This way, I can negotiate with my manager to adjust my schedule to any other day except a Saturday.
According to Shaw (2006), most work related stresses are often as a result of conflicts between personal versus organization protocols. However, since both are essential for career progression, the secret is how to strike a balance between the two (Halpern & Murphy, 2005).
Conclusion
Against this background, I understand that I am likely to encounter such conflicts along my career path, but what matters is my assertiveness, empathy, risk evaluation and above all my ability to negotiate for compromise.
References
Boland, K. (2006). Ethical Decision-Making among Hospital Social Workers. Journal of Social Worker Value and Ethics, 3(1):12-16.
Halpern, D. F. & Murphy, S. E. (2005). From work-family balance to work-family interaction: changing the metaphor. New York, NY: Routledge.
Pace, J. (2005). Professional Development Series: Books 1-4. New York, NY: McGraw- Hill College.
Shaw, P.J. (2006). The Four Vs of Leadership: Vision, Values, Value-Added, and Vitality. Mankato, MN: Capstone.
The test on personality traits provided by Human Metrics (n.d.) revealed that I am an INTJ type of person, according to Jung’s classifications. In particular, I have a moderate preference for introversion, a moderate preference for intuition, a slight preference for thinking, and a distinct preference for judging (Human Metrics, n.d.). This makes me a system builder, which can be both beneficial and challenging for assuming different roles in human services. The present paper identifies personality traits that help and challenge the ability to become a leader and a planner in an organization providing social services.
Advanced human services professional practitioners often work in leadership roles. My preference for judging instead of perceiving is beneficial for assuming the role, as I can create a neat predictable system for everyone to follow, instead of being spontaneous and disorganized. I can establish a clear, effective system and follow all its standards to establish its credibility and provide an example for my followers. However, due to my preference for introversion, I often find it difficult to be around people for too long, which is a significant part of being a leader in human services. Thus, I believe that I need to address this problem in the nearest future. Since I do not think that introversion can be changed easily, I want to optimize it. In particular, I plan to learn how exactly I can recharge and become more aware of my body language to stop showing the signs of my irritation when I do not feel comfortable.
Apart from being leaders, advanced human service practitioners often take up the roles of planners. This is my strongest ability as an INTJ type of person, as I can use both theories and best practices to work exactly as I want them at the time that I want them to work. My preference to sensing can help to see beyond the events that happen at present to understand their deeper meaning. This deeper understanding of events can help me foresee the outcomes of activities and plan accordingly. Even though this trait is beneficial for long-term planning and contingency planning, it may cause problems with short-term planning. In particular, while trying to grasp the deeper meaning of events, I may fail to notice obvious problems that need an immediate reaction. This may hinder my ability to make short-term plans for addressing emergencies. In order to overcome this problem, I plan to find a colleague who can help me review the plans and assessments of current situations to ensure that I cover all the basic issues.
While my personality traits may hinder some roles assumed by advanced human service practitioners, my personal values do not conflict with human service values. According to the American Public Human Service Association (APHSA, 2015), the core values of human service practitioners include “respecting the dignity and welfare of all people, promoting self-determination, honoring cultural diversity, advocating for social justice, and acting with integrity, honesty, genuineness, and objectivity” (para. 2). Even though I usually want to complete the planned objectives regardless of the opinions of others, I realize that I only act as an instrument to help people achieve better living. This idea helps me to be selfless and unbiased when providing services to clients or leading a group of followers. Even though I may have my opinion, which I like to advocate, I try to stay objective and open to new ideas. Thus, I believe that I should preserve these values to adhere to the purpose of human services.
References
American Public Human Service Association. (2015). Ethical standards for human services professionals. APHSA. Web.