Category: Work Environment

A group-based work environment is characterised by different stakeholders who generally have several and usually competing for interests. This essay explains with example some of the methods in which Soft Systems Methodology (SSM) can be applied in a group-based work environment for better outcomes rather than tackling the problem individually.

The SSM emanated as a reaction to the shortcomings of the systems engineering approach. The methodology applies the flexible but organized process to initiate actions that enhance finding solutions to problematical situations (Morais & de Almeida 2009). The SSM approach involves structuring complex real-world challenges and developing and identifying the most suitable and feasible changes in a diverse group of factors (Swiss Academy of Sciences n.d). The methodology was specifically designed to help in handling disparate thought styles ‘Weltanschauung’ or ‘Worldviews’ (van Mullekom & Vennix 2000).

A group-based work is defined by its composition. The group composition actually influences the group-based work effectiveness. In this sense, heterogeneity is considered an important characteristic with regard to members’ abilities and experiences when they have positive impacts on performance. As such, a case assigned to a group can be effectively solved using a wide range of competencies possessed by members relative to people working individually (Ladley, Wilkinson, & Young 2015). Heterogeneity also enhances learning among members. However, in a group-work environment, dissatisfaction, communication, conflicts, and turnover challenges often hinder positive outcomes.

By considering heterogeneity and the SSM processes (Campion, Medsker, & Higgs 2006), groups are most likely to benefit from the methodology than individuals. An organisation with computer security challenges should first embark on finding out about the problem situation. In this process, group composition is extremely important because a computer security issue affects almost every part of an organisation. System end-users, administrators, developers, and managers from various departments should be consulted. In the process, the SSM advocates for a wider collection of viewpoint on the problem situation and possible organizational approaches that could be effective. The SSM allows the group to tackle the problem situation collectively and, therefore, members develop a comprehensive picture of the computer security situation where individual contributions are combined to create a rich, comprehensive picture (Gutmann 2011).

Hence, the methodology stops computer security geeks from imposing their own solutions to a complex problem situation. Additionally, the SSM assists would assist the company to address differences in thought patterns. While the finance manager may be too concerned with the return on investment of the security solution, the IT manager sees it as extremely necessary to protect systems that do not directly translate into profits for the company. The SSM encourages bridging of diverse thought patterns through learning. Group members are allowed to learn about the problem, views of every member, and assessing worldviews that trigger their conceptions of the computer security challenge and potential solutions.

Flexibility is also a critical success factor in a group-work set up. An effective group requires flexibility among members in terms of problem-solving and task assignments. It is observed that in a group-based work environment where members can perform other tasks of other members, then the effectiveness is enhanced. It is, however, difficult for members to work independently and accomplish tasks that require diverse inputs from various members. The relative size of a group influences outcomes. A group should be made up of enough members to allow it to solve specific problem situations.

Conversely, when a group is too large, it tends to be dysfunctional because of increased coordination and communication challenges and/or reduced engagement. Therefore, groups should be made up of a relatively small number of people required to handle a situation. By restricting the number of participants, perhaps not more than ten, the SSM reduces the chances of creating a large group that may inhibit the progress towards the problem situation structuring. Nevertheless, the restriction on the number of members who may participate in a single group is considered as a drawback because it denies other members an opportunity to express their independent views on the problem situation, which, in turn, could hinder knowledge transfer and engagement.

The SSM gives individuals an opportunity to structure discourse about the reality of the problem situation and their perceptions (Ormerod 2008). Most importantly, the methodology strives to prevent potential clashes of diverse views by ensuring that group members are always in a sustained process of deliberation and negotiation with the ultimate goal of ensuring accommodation between diverse and always conflicting views and interests of group members during problem structuring. That is, for instance, an IT expert would engage the finance to manage to explain why an organisation should invest in the robust computer security system (van Mullekom & Vennix 2000).

As previously noted, a group-based work environment is characterised by conflicts. On this note, the SSM provides a collaborative problem structuring to ensure problem situation objectives are addressed adequately. Given diverse interests, for instance, the IT department would want a robust, modern security system, the finance department, on the other hand, might consider such an investment irrelevant because it is difficult to explain its contributions to the margins. These interests imply that the goal itself is also a problem. Nevertheless, the group must work together to find solutions that alleviate the problem situation. Hence, the SSM advocates for a neutral person to head the problem structuring process by assisting the group to structure the problem and develop its own solutions.

Compared to working individually on a complex problem situation, robust solutions may not be readily available and the approach may fail to account for all actors and owners, but the SSM requires that such stakeholders be included in the problem-solving process. Given the collaborative nature of the SSM, the group is most likely to improve on the problem situation and motive other members to participate and implement the desired solutions. Group learning, which is not a component of individually based work, takes place while best solutions are created (van Mullekom & Vennix 2000).

It is imperative to appreciate that IT security issues, for instance, are complex challenges for many organisations. The SSM for group-based work enhances understanding of a complex problem through transparent, comprehensive processes (Kotiadis 2007), which may lack in cases undertaken by persons working individually. Moreover, SSM stresses the importance of defining and executing the required action with the goal promoting desirable and culturally realistic solutions. That is, changes must appeal to all stakeholders in the problem situation, considering their diverse traits and worldviews (Proches & Bodhanya 2015). For group-based work compared to individually undertaken work, the outcome could be different. That is, the SSM results tend to be realistic, practical, well-reflected, and preferred systems of actions that clearly demonstrate how problem situation can be improved (Checkland & Poulter 2006).

For a group-based work in which there are interdependent elements, working to attain different goals, and stakeholders have different viewpoints on challenges facing an organisation, thereby increasing the problem situation complexity, the SSM offers a robust, flexible, action-driven, and organised approach to improve problem situation of an organisation.

Reference List

Campion, MA, Medsker, G & Higgs, AC 2006, ‘Relations between work group characteristics and effectiveness: implications for designing effective work groups’, Personnel Psychology, vol. 46, no. 4, pp. Web.

Checkland, P & Poulter, J 2006, Learning for action: a short definitive account of Soft Systems Methodology and its use for practitioners, teachers and students, Wiley, Chichester, UK.

Gutmann, P 2011, Applying problem-structuring methods to problems in computer security, Web.

Kotiadis, K 2007, ‘Using soft systems methodology to determine the simulation study objectives’, Journal of Simulation, vol. 1, pp. 215–222. Web.

Ladley, D, Wilkinson, I & Young, L 2015, ‘The impact of individual versus group rewards on work group performance and cooperation: a computational social science approach’, Journal of Business Research, vol. 68, no. 11, pp. 2412–2425. Web.

Morais, DC & de Almeida, AT 2009, ‘Integrated model of problem structuring and multicriteria group decision making for social sustainable development’, Brazilian Journal of Operations & Production Management, vol. 6, no. 2, pp. 27-49.

Ormerod, R 2008, ‘OR and systems – some comments on Checkland’s reply to Eden and Ackerman’, Journal of the Operational Research Society, vol. 59, no. 1, pp. 139-142. Web.

Proches, CNG & Bodhanya, S 2015, ‘An application of Soft Systems Methodology in the sugar industry’, International Journal of Qualitative Methods, vol. 14, pp. 318-333.

Swiss Academy of Sciences, n.d. Soft Systems Methodology, Web.

van Mullekom, T & Vennix, JA 2000, Structuring managerial problem situations: assessing the suitability of different methodologies, Web.

Diverse workforces have become increasingly present due to globalization. It is crucial for workers to ensure productive communication with their team members and international clients. Moreover, managing diversity can be challenging, as it requires a specific and multifaceted approach. Firstly, executives should be committed to their mission of providing a welcoming working environment for everyone. It is crucial for them to realize that diverse employees can offer valuable input on the organizational process, which can lead to positive changes within the company (Ewoh, 2013). Managers should be willing to accept diversity and educate themselves on ethical issues regarding the multicultural working environment. One of the factors contributing to effective diversity management is creating an inclusive setting (Guillaume et al., 2014).

Executives should establish educational training sessions and workshops to ensure that their employees can learn about cultural differences and the ways to approach them. Creating cooperation opportunities within different racial or ethnic groups is also essential for creating a positive working environment (Meeussen, Otten, & Phalet, 2014). It will also help team members to develop a multifaceted approach to their tasks, which can result in enhanced performance. It is crucial for managers to be open to the workers’ concerns and be determined to provide the employers with the tools they need to feel safe and appreciated in their workspace. Executives should treat all team members equally and show them an unbiased attitude, but also acknowledge their diverse identities. It is crucial to see a multicultural workforce as a benefit for an organization as it ensures different approaches to work and problem-solving. Moreover, a diverse working environment creates an opportunity for all employees to educate themselves, practice their communication skills, and be exposed to a broad range of perspectives.

References

Ewoh, A. I. (2013). Managing and valuing diversity: Challenges to public managers in the 21st century. Public Personnel Management, 42(2), 107-122.

Guillaume, Y. R., Dawson, J. F., Priola, V., Sacramento, C. A., Woods, S. A., Higson, H. E.,… West, M. A. (2014). Managing diversity in organizations: An integrative model and agenda for future research. European Journal of Work and Organizational Psychology, 23(5), 783-802.

Meeussen, L., Otten, S., & Phalet, K. (2014). Managing diversity: How leaders’ multiculturalism and colorblindness affect work group functioning. Group Processes & Intergroup Relations, 17(5), 629-644.

Abstract

Organizations with impeccable performance and perfect coordination between its every element are very few, yet extremely successful and, therefore, known all over the world. The famous SAS Institute is one of them; with the help of a unique approach towards its members, knowledge management, and production process, the SAS Institute has become a staple of a stable and successful organization. The organization seems to owe a huge chunk of its triumph to the specific organizational management strategy. Analyzing the latter will help not only define the further course of actions for the SAS Institute but also specify the pattern of development that other organizations can use to succeed.

Introduction: Something to Be Learned about the SAS Institute

There are very few institutions providing impeccable clockwork, and the famous SAS institute is one of them. Although it is generally considered impossible to convince employees to work for their company providing services of such quality as if they were working for themselves, the SAS Institute managed to reach this Zen of corporate management. Taking a closer look at the way in which the company is functioning now will help define the key patterns that allow the SAS Institute to stand out so much.

Sinking into the Atmosphere: The SAS Institute and its Current Working Environment

When speaking about the SAS Institute, one must mention its incredible environment, which must spur its employees’ enthusiasm greatly. One of the things about the Institute that one usually has hard times believing in is that the famous SAS Institute is not actually as family-friendly as one might think it is. The given aspect of the Institute strategy is rather easy to understand; once having its employees are focused on the task, one will find it extremely undesirable to make them switch to a completely different concept. Instead, the SAS members try to build a family atmosphere within the Institute by establishing trustworthy and equal relationships between its members (Gillard, 2010). Therefore, the University aims at creating an atmosphere that will help its members and employees feel at home, thus, creating the environment that is most suitable for these people to work and create efficiencies. Although the given technique might seem somewhat costly and rather redundant, it plays a very important role in the corporate mechanism, allowing the members of the organization to feel an integrated part of it and, which is even more important, the people whose needs are respected ad whose demands are met.

Looking for More Revenues to Come: The SAS Institute Benefit Plan

However, even with the current optimum strategy, the organization clearly needs further development. There is no denying that the SAS Institute has a number of news to tell the people who are interested in what the organization has to offer and even more programs for the students who are interested in what SAS Institute offers. However, standing in the shadow of a million other educational establishments, the SAS Institute can hardly stand a chance. The given state of affairs, however, can be slightly improved with the help of an efficient benefits plan. The latter must include the following stages:

• Reconsidering the relationships between the employees and evaluating the corporate climate;
• Assessing the annual revenues of the company, comparing them with the ones made in the previous year;
• Taking notes of the changes that have happened to the company over the past few years;
• Relating the three types of changes specified above to each other and searching for the patterns that might cause concern;
• Updating the business plan in accordance to the change of outside factors (e.g., competitors, financial/economical/political changes, etc.);
• Working on a clear and efficient crisis management strategy (Coulter, Zaltman, & Coulter, 2001).

Once the above-mentioned steps are made, it will be possible to make sure that the SAS institute is developing in the right direction.

The Leadership Culture in the SAS Institute: Situational Leadership as the Key Priority

In addition to an update on the management strategies, one might consider that the SAS institute could also adopt a situational strategy approach to provide a more flexible approach towards solving controversial issues. As numerous researchers claim, the company is famous for establishing a corporate structure that delegates responsibilities from one person to another very fast, yet in a number of cases, the information becomes dated before it reaches each of the employees. Therefore, the key asset of the company is its individual approach to every employee, which demands not only a standard leadership style but also a situational one.

Conclusion: The SAS Institute and Its Recent Changes. Time to Solve Problems

As it can be seen from the examples above, a constant focus on the working process might not be as harmful as one could expect it to turn out; in fact, a constant emphasis on work has proven rather efficient in terms of productivity, as the results of the research mentioned above show. It is worth admitting, though, that with an unceasing emphasis on work, inspiration can easily wear out its welcome, which will, in its turn, switch the employees to a less expressive yet much faster means of production therefore, the company wins in quantity yet loses in quality, which is rather undesirable for the enterprise at the given stage. That being said, the innovations implemented in the work of the SAS Institute can hardly be regarded as a thing in itself, yet should definitely be considered a powerful tool for the university to continue its weird yet amazingly efficient policy and seek even more options of further development.

Reference List

Coulter, R. A., Zaltman, G., & Coulter, K. S. (2001). Interpreting consumer perceptions of advertising: An application of the Zaltman metaphor elicitation technique. Journal of Advertising, 30 (4), 1–21.

Gillard, M. (2010). Interview with Michael Gillard, SAS Institute. Foresight Fall 2010. Retrieved from EBSCOHost database.

Monitoring employees’ performance is critical for any organization, a company’s profitability and customers’ loyalty are dependent on the commitment of the workforce (Rehman, Shareef, & Ishaque, 2012). In this case, various indicators and standards such as “average tenure of employees”, quality of the completed work, and time required to complete a particular task can be used to measure the effectiveness of the employees (Mathis, Jackson, & Valentine, 2014, p. 378). The feedback about the employees could be given in personal emails or private meetings. The staff who does not meet the set goals have to be informed and given some time for improvement. Detailed feedback will help increase the efficiency of the employees faster. Meanwhile, the individuals, who pursue excellence, have to be offered a reward and praised for their efforts (Mathis et al., 2014).

As for the conflicts, it is critical to find a suitable negotiation pattern to have a win-win result. Following this concept will assist in building trusting relationships within the organization. It remains apparent that I as a supervisor had to use assertive communication to avoid future conflicts and develop trusting relationships with the employees (Potts & Potts, 2013). Consequently, I have to discover the position of the opponent and evaluate the argumentation for his position in the first place. Next, I have to highlight the benefits of his/her opinion and explain my viewpoint. At this step, I have to take into account his/her potential interests and propose alternative win/win solutions in case of disagreement. The consequence of following this negation pattern will be a win-win outcome, as both parties will be able to satisfy their needs.

The supervisor and HR practitioner have to be able to recruit, select, and induct the candidates and staff wisely. The employees are the critical assets of the company, and its success is dependent on the decision-making during the hiring procedure (Rehman et al., 2012). Speaking of recruitment, a job posting is the first step of the hiring process (Mathis et al., 2014). The description of the job has to be clear and concise, as it has to contain only the essential information about the offer. This procedure will assist in doing the initial screening and ease the recruitment process (Mathis et al., 2014). The information can be posted on the online Internet panels, and the organization can contact recruitment agencies if it experiences any difficulties with finding suitable candidates.

The next step is the selection of the candidates, as the company’s efficiency is dependent on the actions of the HR department (Mathis et al., 2014). To ensure the effectiveness of the selection process, the company has to assess the background of the applications. Meanwhile, conducting an interview will help reveal whether the candidates have appropriate communication skills and are able to find solutions in different situations proposed in the case scenarios. Simultaneously, the assessments and tests have to be used to ensure that the individual will be able to meet the standards of the company (Mathis et al., 2014).

Lastly, one cannot underestimate the induction of the employees, as it helps a newcomer to become a part of the team (Mathis et al., 2014). In this case, training will help a new candidate to adapt to the working environment. Meanwhile, providing additional assistance, using multiple learning techniques, and explaining the guidelines of the organization will benefit a worker and help him/her become an important part of the company.

References

Mathis, R., Jackson, J., & Valentine, S. (2014). Human resource management. Stamford, CT: Cengage Learning.

Potts, C., & Potts, S. (2013). Assertiveness: How to be strong in every situation. Hoboken, NJ: John Wiley & Sons.

Rehman, S., Shareef, A., & Ishaque, A. (2012). Role of trust and commitment in creating profitable relationships with customer. Interdisciplinary Journal of Contemporary Research in Business, 4(1), 606-615.

Introduction

The success of any company depends on the ability of its human resources to implement its goals. Today, many companies are striving to achieve their goals by hiring competent staff and motivating them to execute their tasks (Wheelan 2012, p. 23).

It is difficult for many companies to develop an efficient working environment because they do not have proper strategies (Lawler & Boudreau 2012, p. 59). Therefore, managers have a significant role in creating an efficient working environment. This report discusses issues to be considered when developing an effective working environment.

Recruitment of Employees

Recruitment is an important aspect of human resource administration. It plays a crucial role in shaping the effectiveness of an organization because it facilitates the selection of appropriate human resources. Competent workers usually contribute to efficiency in business.

Thus, recruitment of qualified personnel is the first important task in creating an efficient working environment (Lawler & Boudreau 2012, pp. 89-90). A company should consider the following when hiring new workers. Job applicants must have relevant skills needed by an organization. They should also have enough experience.

In this case, a web development agency plans to hire fifteen employees to boost its workforce. It requires workers with the following qualifications. First, candidates should have adequate experience in computer science and web development skills. Second, they should have good communication skills. Third, they should be able to demonstrate creativity in web development activities.

Training of Workers

The orientation of new employees leads to an efficient working environment because of the following reasons. First, it enables workers to learn the goals, products, and rules of an organization (Lawler & Boudreau 2012, pp. 112-113). Therefore, orientation mitigates expenses and losses that can be incurred due to lack of orientation. Second, it enables employees to know their responsibilities, compensation, and benefits. Third, new workers can be taught occupation health and safety measures during an orientation program (Lawler & Boudreau 2012, pp. 98-99).

After recruiting fifteen employees, this company will organize an orientation program. In the first phase of the orientation, the recruits will be taught organizational goals and policies to make them conversant with the rules of the company.

Second, they will be informed about their terms of service and remuneration. In the second phase of the orientation, the new employees will be taught various skills in web development. They will be informed about the current projects that this company is planning to implement. Also, they will be sensitized on safety measures at the workplace.

Organization of Employees

At present, managers are encouraging employees to work in groups to improve their level of productivity. Research findings indicate that most companies in the US and Europe use teams to facilitate the implementation of their goals (Cherrington 2012, pp. 141-142).

Nonetheless, team-building initiatives often fail in many organizations because of the following reasons. First, many companies often hire external consultants to facilitate team-building activities. Unfortunately, they often fail to achieve their objectives since they are unaware of the characteristics of workers in a given company (Cherrington 2012, pp. 144-145).

Second, many organizations often ignore the crucial role of administrators in team-building activities (Lawler & Boudreau 2012, p. 180). Indeed, managers play a significant role in sustaining teamwork. Managers should ensure that teamwork is a continuous process in a company. Consequently, team-building activities should be one of the primary roles of managers. External consultants should not deal with team-building activities in an organization (Wheelan 2012, p. 123).

In this company, the fifteen new employees will be divided into three groups, each comprising five individuals. Each group will have a supervisor who will oversee the implementation of various tasks assigned to them. Team supervisors will be reporting to the project manager regularly.

The project manager will facilitate teamwork by working closely with employees. The project manager will ensure that the three groups deal with interdependent tasks, which will make them consult each other regularly. The project manager will also involve employees in problem-solving activities. All these strategies will foster teamwork in the company.

Collective Decision-Making

Employees should be involved in all aspects of an organization. For instance, they should be allowed to participate in decision-making activities. Collective decision-making creates a good relationship among employees (Cherrington 2012, pp. 136-137). Hence, it encourages commitment to the implementation of decisions of a company.

Moreover, collective decision-making facilitates the sharing of ideas and skills. Thus, it contributes to the development of new ideas. For example, “involving employees in decision-making processes can help identify potential managerial talent, which could help grow the organization in the future” (Cherrington 2012, pp. 138-139). In this company, the input of employees will be taken into consideration during the decision-making process.

Motivation of Workers

Managers can create an efficient working environment by motivating workers through various mechanisms. Motivation encourages workers to perform their duties efficiently. A human resource administrator can motivate employees through the following mechanisms (Cherrington 2012, pp. 185-186). Proper communication is often ignored in many companies, but it is significant. Therefore, managers should communicate properly with workers.

They should listen to workers and appreciate their views (Wheelan 2012, p. 133-134). Moreover, there should be a clear-cut communication channel through which workers can express their concerns to administrators (Cherrington 2012, pp. 188-189). Managers should sometimes have informal conversations with workers to make them feel comfortable and motivated to execute their tasks (Armstrong 2006, pp. 45-46).

Rewarding good performance is a crucial method of motivating workers to maintain a high level of performance. Extrinsic rewards such as promotion, salary increment, and gifts can be used to motivate workers (Cherrington 2012, p. 292). Moreover, workers can be motivated through intrinsic rewards such as appreciation of their efforts and achievements. Moreover, every worker has professional ambitions. Thus, employers should support the professional development of employees (Armstrong 2006, pp. 78-79).

The new employees will spend a lot of time working on various projects. Therefore, the project manager will create an enjoyable atmosphere in the office. The physical working environment will be made effective as follows. The project manager will ensure that each group of employees has a comfortable workstation.

The company will provide necessary office equipment and tools to facilitate the implementation of various activities. The project manager will determine the appropriate motivation to be used in a particular situation. Therefore, the project manager will reward excellent performance extrinsically and intrinsically. The new employees will be motivated through regular training programs. Employees with good performance will be promoted to senior positions. Also, they will be given an annual salary increments.

Ensuring Accountability

Managers should hold workers responsible for their output. Once a human resource administrator has created an effective workforce, he or she should ensure that the workers maintain a high level of productivity (Bechet 2008, pp. 157-158). A human resource administrator should develop various mechanisms for evaluating the performance of employees. Proper evaluation facilitates the improvement of the work plan. It also helps in designing training programs and allocation of resources.

Moreover, managers should reinforce productive actions and discourage unproductive behavior. “Positive reinforcement involves offering recognition for accomplishments, attitudes, and practices that contribute to an effective workplace.” (Bechet 2008, pp. 167-168). In this company, the project manager will regularly evaluate the performance of the employees at both individual and groups levels.

Legal Issues in Management of Workers

Managers should understand essential legal principles, which influence the activities of human resources (Mathis & Jackson 2010, pp. 124-125). For example, human resource administrators should understand the legal relationship between a company and its workers. Thus, workers should be subjected to proper working conditions. For example, they should be compensated for any extra work they do. Occupational wellbeing and security measures will be taken into consideration in this company.

Conclusion

This essay has revealed that an effective working environment can be developed through various strategies. Therefore, a company should recruit competent workers to facilitate proper implementation of its objectives. The orientation of workers should be conducted properly to avoid unnecessary misunderstanding of company rules. Workers should be involved in decision-making activities to facilitate the development and sharing of ideas.

Managers should not ignore the motivation of workers because it facilitates the creation of an efficient working environment. Therefore, a company should ensure that all its workers are properly motivated to work hard. Workers should be motivated through various mechanisms because every employee has his preferences. Last, accompany should adhere to employment guidelines stipulated in the constitution. Proper implementation of all these factors contributes to an effective working environment.

References

Armstrong, M. 2006, A Handbook of Human Resource Management Practice, Kogan Page Publishers, London.

Bechet, T. 2008, Strategic Staffing: A Comprehensive System for Effective Workforce Planning, Sage, New York.

Cherrington, D. 2012, Creating Effective Organizations, Wiley, New York.

Lawler, E. & Boudreau J. 2012, Effective Human Resource Management: A Global Analysis, Stanford Business Books, London.

Mathis, R. & Jackson J. 2010, Human Resource Management, Oxford University Press, Oxford.

Wheelan, S. 2012, Creating Effective Teams: A Guide for Members and Leaders, Sage, New York.

Introduction

Employee relations imply the general behavior and interaction of workers within the workplace. The employer is often endowed with the responsibility of managing employee relations within workplace and ensuring that harmony prevails. The management should always be approachable to employees.

Good employee relations help in the improvement of communication between employees which at times results into higher levels of productivity. Usually, training and development presents avenues of preventing future disputes.

All employees are expected to offer responsible services in different sectors within the organization; such services ultimately are rewarded through salary or wage payment (Marchinton and Wilkinson, 2005).

Wages

Employees from furniture Company are demanding a 20% increase on their wages every single year they work for the company. Linking of pay to performance based on the percentage of pay should be considered for the employees.

The factory should introduce the concept of variable pay which links the pay to performance and where overall pay structure is broken down into appropriate components. The employees within the factory should be paid subject to the nature of their performance.

The variable pay would act as a good incentive for motivating employees since they would take ownership and feel responsible for their work. Wages should be paid based on whether the employee works full-time or part-time. The rules safeguarding payment of over-time wages should be adhered to for the purposes of avoiding delays.

Overview of key events

The overall evaluation represents satisfaction levels on the model of working conditions. The data used from the factory was obtained from forty five employees and management team. There was a discussion concerning human resource management tactics with most of the analysis based on the existing policies within the Union of Australian Factory and Retail Workers Agreement Act.

From the analysis carried out, several findings came up including the role of strong communication in implementation of workable policies concerning working hours, salaries and meal allowances.

Retention of employees within the factory largely depends on the nature of opportunities offered to employees. The major discovery was that the level of employee satisfaction determines the management prowess of human resource department.

Strategic location of any business plays a vital role in influencing its success. Employees normally have the tendency of linking the kind of satisfaction they gain out of their work to the location and environment. Such factors determines to a large extent the duration one stays within a working environment.

An assured progress and profitability of the factory acts as source of motivation to employees. The contrary is true, whereby inappropriate location would result into less attraction hence low customer turnout. Maintenance of employees within workplace usually results into creation of some form of interconnectivity in the marketplace.

However, employee satisfaction comprises of general attitude and acceptance of the available working conditions (Khan, 2005).The nature of services offered by employers under competitive environments determines the level of satisfaction hence providing the necessary motivation to employees.

This determines the willingness and rate of accomplishment on given duties within the factory’s environment (Khan, 2005).

Several welfare benefits are usually provided by employers, such as health benefits. The various welfare benefits availed to employees should be insured and included as compensation in the employee’s ultimate income. Employees can either be subjected to group or individual life insurance where family members are all included.

Other welfare benefits associated with employees can as well be provided as fringe benefits based on given terms and conditions. The benefits should be non-discriminative and granted under employer’s health insurance plan.

Other benefits considered under fringe benefits include; scholarship and tuition reductions, qualified group legal service plans, transportation and assistance programs on education. Valuation on meals provided to the employee by the employer should be included in the employee’s income unless specified otherwise.

However, some benefits under this might be excluded and these comprises; meals and lodging provided based on employer’s conveniences, parsonage allowance and eating facilities operated by employers.

All forms of compensation should be subject to tax in accordance with agreement between the union and the company as provided by the code. The code is derived from IRC 61(a) (1) which provides for income from derived sources from the work place.

The factory should understand that all payments made as compensation services should be subject to tax unless mentioned otherwise by the government payment policies. Any form of payment made by the factory to retailers or other workers within the workplace to some extent is not considered to be form of compensation for services rendered.

Such payment is always considered as a gift, while other benefits received from employers are considered compensatory. The principle of Receipt should utilize the use of cash receipts and accounting disbursement methods. In such a case all provisions included in the employees’ gross income are governed by IRC 451 and underlying regulations.

The principle of Economic benefit doctrine basically provides for taxation on cash compensation and fringe benefits. However, the nature of demand presented by the employees could lead to negative responses detrimental to the factory’s progress(Meyer and Allen, 1997).

The factory should provide for changes to enhance employee’s personal identity based on the working hours and wages. These could be enhanced by providing for effective communication channels within the workplace. The act of removing communication barriers enhances behavioural component such that views of all employees are articulated with respect to the work done.

Establishment of regular meetings with the management provides excellent opportunities for discussion on work-related issues. There is need for reviewing extrinsic rewards including payment rewards and at the same time check for available opportunities meant for advancing employee skills as per job descriptions.

Payment of wages based on performance provides good base for hardworking culture within the factory (Meyer and Allen, 1997). The retailers should work during weekdays from 8a.m. to 6 p.m. and on Saturdays they should work half-day up to 1 p.m. promotions should be provided within the various line of duty. This acts as an incentive for enhancing self-sufficiency and sense of appreciation within the factory.

Within the weekdays workers should be granted double time within the first two hours of the day and thereafter granted double time and a half. During weekends the first two hours should be granted double time and a half and the rest of the hours also the same rate.

Public holidays are resting days for all workers, hence in case they are placed to work then they should be given triple time from the first two hours of the day and the rest of the hours worked. However, weekend public holidays should be rated at quadruple time and a half for both (Mason, 2001).

For assurance of best management results, hybridized kind of leadership should be adopted.The expression and concern given to employee views give the implication that the organization values everybody for their contribution and hence cultivating sense of belonging to the organization.

Both retailers and those working at the factory should be assured of their right to access companies incentives towards sensitive needs (Hollander, 1986). Management leadership should have the necessary machines capable of motivating and uniting employees working within all sections of the factory and retail outlets.

It is the responsibility of the management to control and cope with major changes and challenges within the workplace. There is need for the employees to embrace the various espoused values in line with valuable information on the current trends, hence avoid overlooking past performances (Charness and Rabin, 2002).

At the same time any additional work done by Furniture Company staff should be compensated. The extended trading within the retail outlets should be provided for within the agreement. At the same time it is important for the company to implement modern reward system which include; deferred compensation, welfare benefits, fringe benefits, Traditional Individual Retirement Account (IRA).

Deferred compensation usually follows the kind of program in operation within the company. However, deferral is safeguarded under strict rules such that all deferral should originate from qualified plans. Employee beneficiaries qualified for deferred income are usually not subjected to tax on the basis of existing trust (Charness and Rabin, 2002).

Extrinsically motivated behaviours are essential and instrumental in progressive development of a company. Within the scenario of Furniture Company, it can be noted that one extrinsic motivational factor lackingis attractive wages.The employees including retailers require appreciation for their hard work in terms of monetary compensation.

When the focus is factored the employees have the tendency of shifting their goals in offering excellent services to the company since they will be subjected to perform excellent duties with relation to their financial rewards. This helps in internalizing their various roles in performing tasks (Lahlry, 1991).

In the process of retaining employees and reducing turn over several factors are considered of major concern to the management. Employees are grouped based on individual background, educational experiences and at the same time different social classes. The factory should be capable of focusing on primary interest of employees based on satisfaction of their personal needs, ambitions, desires and goals.

Provision of meal allowances should be provided to any employee working more than five hours with fifteen minutes break. Those working for more than ten hours should be entitled to thirty minutes break with two meals intervals per day. The employees should be entitled to meal allowance of at least $ 25.00. Such compensation is meant to cater for their various basic and security needs (Marchinton and Wilkinson, 2005).

Conclusion

Furniture Company should be vigilant in matters that directly affect the employees. Trust and mutual respect is vital for reinforcing working relationships between workers and employees.Reasonable salaries, meal allowances and good working environment are some of the necessities on the side of employees.

The nature of employee-customer satisfaction determines the status of businesses within the market place. There is need for the factory to make employees feel part of the company’s success by recognizing their individual contributions.

References

Charness, G. & Rabin, M. 2002, ‘Understanding Social Preferences with Simple Tests’, Quarterly Journal of Economics, vol. 3, no.117, pp 817-869.

Khan. A. 2005, ‘Matching people with organizational culture, Khan organizational Culture’, Newport Beach, New York.

Lahlry, S. 1991,‘A blueprint for perception training’,Journal of Training and Development, Vol. 8, No. 45, pp 21-25.

Marchinton, M. & Wilkinson, A. 2005, Direct Participation and Involvement in Managing Human Resources: Personnel Management in Transition, (ed. S. Bach), Blackwell Publishing Ltd, Oxford.

Mason, L. J. 2001, ‘Retaining Key Personnel. Plus: Top 10 Retention Tips, Stress Education Center’. Web.

Meyer, J. P. & Allen, N. J 1997, Commitment in the workplace: Theory, research and Application, Sage Publications, New York.

Introduction

Working environment is a term used to refer to all the aspects surrounding a worker in any setting or organization. This includes the physical work environment, relationship with other workers, the working conditions and the relationship between the workers and the management (Chandrasekar, 2011). Different organizations adopt different working environments depending on the functions, model, culture or history of the organization.

The working environment impacts on the workers’ performance irrespective of the model adopted. The work environment is not constant and keeps on changing or is changed according to emerging demands to ensure optimal performance of the workers. This paper will review the working environment with reference to its developmental history, example of a good working environment, the impact of good working environment, and how to improve a working environment.

History of Working Environment (Past and Present)

Working has been part of human history since creation. The earliest forms of work involved food production on farms as people depended on it for survival in a largely subsistence economy. For successful farming to be accomplished, the people organized themselves into small family farms or villages.

This may be pointed as the first ever organized working environment albeit primitive in structure. Nevertheless, the society also had specialists in different fields such as craftsmen and artisans who traded their wares for food with the farmers. At the beginning of the 19th century, industrialization registered a rapid growth. Most people migrated to urban centers and worked in factories.

These factories employed workers and divided them into various segments according to personal skills. With this came the wage system of labor in which people worked for pay. The working environment then was restrictive and employees suffered physical and psychological torture. For instance, some firms in New England forced their workers to sleep in dormitories owned by the firms. They would also offer low wages and restrict them to only purchase goods from stores owned by the factory owners.

The working environment continued transforming with the emerging demand for skilled labor and higher wages. Trade trends had an impact on the working environments directly affecting employees. The emergence of new and advanced technological applications ushered in a new era of mass industrialization. Most industry players needed to reduce the cost of production to for their products in order to remain competitive in the market.

With technology assisted production cutting on the cost, many employees were laid off. This made working in such settings unsatisfactory due to the uncertainty surrounding work environments. The emerging competition led to the working environment radically being changed with workers being discriminated on the basis of color, race, religion, class, creed and gender. Colonialism only acted to worsen the problem with workers being subjected to forced labor and slavery.

The hostile working environment eventually resulted in resistance among employees that led to the abolition of such practices. This got a further boost with the formation of labor unions that completely revolutionized the relationship between employers and the employee, a love-hate relation that has existed to date what with regular strikes that paralyze operations in these organizations (Huberman & Lewchuk, 1999).

The formation of labor unions and legislative efforts over the years has transformed many working environments into what they are today. Despite numerous challenges, both current and emerging today’s working environment can be described as better in standards as compared to the past. Workers safety is significantly guaranteed nowadays than in the past. This is because of efforts to embrace safe production procedures and legislations that demand workers compensation in case of injuries and litigation.

Today, employees know their rights and procedures to follow in passing their grievances. This empowerment has made employers observe safety measures keenly. The demand for specialized skills in work stations has led to division of labor and increased specialization. Today the number and variety of job descriptions is growing larger. Modern systems of management of labor are in use today in both government and private enterprises (Levering, n.d.).

Challenges in the working environment continue to emerge, especially with the rapid adoption of technology. This has led to efficient systems of production thus making many individuals to become jobless. Issues of remunerations and allowances remain a thorny issue in the modern day working environment due to the rising cost of living affecting the world. Today, the employee understands their roles clearly, and many organizations conduct training programs to empower their employees with up to date skills and knowledge.

Problems being experienced in today’s working environment that can be compared to those of the past include cases of sexual harassment, discrimination on the grounds of gender, race and color. Corruption and nepotism have also infiltrated many working environments today seriously compromising the quality of service provision. These and other factors affect the performance of employees (Morin, 2004).

An Exemplary Working Environment

Working environment has become more important with each passing day owing to the desire by organizations to remain competitive as well as attract and retain highly skilled workforce. One such organization is Google.

The work environment in this company is an attractive, high energy package allowing employees to express their knowledge and skills optimally. In order to assure of employee satisfaction, the company gives its employees a chance to concentrate only on what is interesting to them. The program dubbed “20% time program” encourages all its engineers to explore new challenges.

This has in turn benefited both the company and the employees. The company has an on-site medical facility with a doctor, dentist and massage parlor, fitness equipment and food to ensure the workers perform optimally health wise. Google has a comprehensive compensation and benefits program for its workers (Great Place to Work Institute, Inc., 2007).

Among others, it provides healthcare coverage for the employee and their family. The workers are also titled to flexible working hours and vacation holidays. The work-family relationship is also enhanced at Google with new parents being supported with take away meals.

These meals are worth up to $500 for over a month after birth. The company also has a day care for the employees’ children, onsite dry-cleaning, employee discounts, and free shuttle transport to several locations. Apart from the salaries and allowances, all these cutting edge benefits are offered. The company also offers internship programs to talented youths giving them a platform to learn practical experience from other experienced employees at the firm.

With such a working environment, Google has been able to record tremendous growth due to the increased commitment displayed by its employees. With all the employees enjoying the element of belonging and being integral parts of the company, they are motivated to perform maximally. The professional freedom given at the firm is the best opportunity for enhanced career growth and skills exploitation (Great Place to Work Institute, Inc., 2007).

How to Improve Working Environment

To ensure optimal performance and satisfaction by an employee, the environment they work in must be favorable in terms of offering physical, social/emotional and psychologically support. One way to achieve this is by embracing best practices in the management of an organization’s affairs.

When an organization cultivates a culture of integrity and credibility within its workforce, the working environment is greatly improved. One of the key elements to enhance such an environment is sharing of information openly. An organization must have mechanisms to allow all employees, irrespective of cadre, to access any information they may need.

The environment should competently offer direction and coordination to employees and available resources in line with the vision and mission of the organization. Integrity within an organization is the greatest asset in development of an enhancing working environment. This is because it promotes openness and transformational leadership where promises are kept, set operational standards and deadlines met, and acceptable ethics are followed to the letter (Christiane, Tit & Carlo de, 2010).

The value of human capital can not be overemphasized. The workers remain the most integral components of an organization. As such, they should be accorded utmost respect through the establishment of an environment that offers professional development of individuals working there.

The overall wellbeing of the employee should be incorporated in the establishment of the working environment. One way in which organizations achieve this is through offering periodical training opportunities to the employees. This is aimed at acquiring up to date skills and learning new ways of tackling emerging challenges. The environment must also be supportive in terms of the equipment in use.

Only then can a professional produce tangible results (Inside Jobs Coaching Company, n.d.). Integrating an employee’s idea and appreciating their achievements encourages growth and creative thinking. This brings new concepts that are beneficial to the firm. A favorable environment in this sense also ensures unlimited support to the employs to explore their imaginations in a safe and caring working environment.

Several internationally recognized institutions have adopted models to promote professional development among their employees. These models include advanced education reimbursements plans in institutions or seminars offering such training. This in the end benefits the individual and the organization (Ripley, 2002).

An enhancing working environment is one that supports the three elements of fairness. These are equity, justice and impartiality. This entails treating all workers within the organization equitably in awarding. The environment should be assuring to the effect that no form of favoritism will be condoned in any process involving the running of the organization.

Thus, it impartiality becomes a norm in such a working environment and any employee is assured of promotion or rewarding in accordance with his/her achievement. On the same vein, such an environment should work to eliminate all forms of discrimination on its employees on the basis of their background and/or orientation while addressing all complaints in an impartial and just manner (Chandrasekar, 2011).

When a working environment instills pride in the workforce, then it can be described as favorable. An organization’s structure should be in such a way as to build personalized ownership of duties to instill the sense of belonging. When an individual or a team is appreciated and valued for accomplishment, an impetus is injected to propel them to greater heights. This concept brought success to Apple Inc. in its formative stage when its proprietor Steve Jobs inculcated a sense of pride and purpose in his team.

This saw them triumph and floor established giants in the competitive computer applications industry. This shows that the focus of such an organization is not only making profits but involving the employees to allow for ownership and career development. The work environment should also enhance employees’ relationships. This will allow them express their feelings concerning their work and create harmonious collaborations that create synergy across departments and in the entire organization (Ripley, 2002).

Impact of Good Working Environment on Employees’ Satisfaction and Productivity

A general assumption is that working in a favorable environment enables workers to achieve comfort and thus perform optimally. The associated productivity will then translate into a drop in employment cost per employee and facility operation cost. The element of physical workspace is integral in creating a favorable working environment.

Important aspects of this element are space, sound, lighting and designs. Employees spend up to 90% of their time indoors while working and thus the environment should be conducive. It has been shown by a study that 30% of American office workers suffer from sick-building syndrome. These environmental aspects greatly affect an employee’s performance and satisfaction and efforts should be made to create an appealing office environment (Al-Anzi, 2009).

Employee satisfaction and productivity is negatively affected by a hostile working environment. The environment should be supportive of the employee to discourage disturbances that could interfere with the productivity of the employee.

A hostile environment may arise from the organization structure or attitude of management to the employees. When the relationship between the employees and management is tense, productivity is greatly affected. The employees may compromise quality in an aim to reach targets imposed upon them by the management.

At the end, this does not result in employee satisfaction as the environment does not promote personal or professional expression of one’s input. Tensions among employees themselves may create disastrous working environment. Unnecessary competition and jealousy my make some dig downfalls of colleagues all to the detriment of the organization’s performance. In such a setting where an employee’s input is not recognized or valued, they may be demoralized.

This results in below par performance, resignation or seeking transfers to other organizations. The use of technology could have an impact on the employee’s performance. An employee with excellent skills may have their productivity and satisfaction greatly affected by inadequate or lack of appropriate technology to match his/her skills (Taiwo, 2009).

Conclusion

The value of the working environment cannot be underestimated in any organization. This is because it is evident that successful organizations are those that have good working environments. Therefore, the working environment is critical in determining the satisfaction and productivity of employees.

With changing times, the work environment is undergoing rapid changes that organizations need to embrace so as to remain competitive and ensure that employee satisfaction is guaranteed for optimal productivity. In this regard, the organizations should remain flexible to adapt to the dynamism of the working environment. This will ensure success of the organization.

Reference List

Al-Anzi, N. M. (2009). Workplace environment and its impact on employee performance. Web.

Christiane, W., Tit A. & Carlo de P. (2010). How to create an attractive and supportive working environment for health professionals. Web.

Chandrasekar, K. (2011). Workplace environment and its impact on organizational performance in public sector Organizations. International Journal of Enterprise Computing and Business Systems. Web.

Great Place to Work Institute, Inc. (2007). Why is Google so great? Web.

Huberman, M. & Lewchuk, W. (1999). Globalization and Worker Welfare in Late Nineteenth Century Europe. Web.

Inside Jobs Coaching Company. Ten Ways to Create a Positive Work Environment. Web.

Levering, R. Creating a great place to work. Why it is important and how it is done. Web.

Morin, E. M. (2004). The meaning of work in modern times. Web.

Ripley, D. (2002). Improving employee performance: moving beyond traditional HRM responses. Web.

Taiwo, A. S. (2009).The influence of work environment on workers productivity: A case of selected oil and gas industry in Lagos, Nigeria. Web.