3) intelligence. 4) fairness. 1) when an organized body of workers withholds its labor to force the employer to comply with its demands. In union terms, a direct strike occurs. 1) when an organized body of workers withholds its labor to force the employer to comply with its demands.
1) established the Food and Drug Administration. 2) prohibits employers from interfering with employees trying to organize unions. 3) guaranteed employers the right of refusing to bargain with union representatives. 4) guaranteed the right to work and outlawed union shops.
Some environmental regulations (like forbidding the burning of coal in cities) benefit each and every one of us because the air we all breather is cleaner. If an individual ignores the regulation and burns coal, while others obey the regulation, then he or she. 1) violates our right to a livable environment.
When employees at all occupational levels are asked to rank what is important to them, the order that put them in is: 1) good pay; enough authority to carry out the work; sufficient help, support, and information; and interesting work. 2) interesting work; sufficient help, support, and information to accomplish the job;
2) interesting work; sufficient help, support, and information to accomplish the job; enough authority to carry out the work; and good pay.
4) lack of opportunities to be one's own boss. One of the three chief sources for dissatisfaction in the workplace is. 1) lack of opportunities to be promoted faster. 2) lack of opportunities to have a company vehicle. 3) lack of opportunities to have one's own office. 4) lack of opportunities to be one's own boss.
1) quality control circles are important. 2) middle managers are affected by the satisfaction and dissatisfaction of the workers they supervise . 3) attention and recognition can enhance worker productivity and motivation. 4) trade-offs have to be made between productivity and quality of work life.
The answer to the question, what do organizations need to do to create a highly motivated workforce, is as follows: Organizations need to identify the needs that motivate their employees (what they value) and create a culture that addresses these needs. The needs they have will be directly linked to the stage of development they have reached and the levels of consciousness they are operating from.
The levels of consciousness they are operating from at any moment in time will depend on three factors: The employee’s level of psychological development; the employee’s general life circumstances; and the specific life challenges the employee is experiencing.
Table 2, which builds on Table 1, provides a comprehensive list of the actions and opportunities that organizations need to focus on to serve employee’s needs at all stages of psychological development and levels of consciousness. Also listed in this table are the feelings and experiences that are associated with the satisfaction of the needs associated with each level of development (causes of happiness/joy).
One of the most important tasks in creating a high-performance culture is taking care of employees’ needs. When employees’ needs are met, and employees feel aligned with the mission, vision and values of the organization, they respond with high levels of engagement and commitment. They come to work with enthusiasm and are willing to go ...
It is important to recognize that not all employees are the same: Different employees will have different needs (want and value different things) depending on the levels of consciousness they are operating from.
Richard Barrett is an author, speaker and internationally recognized thought leader on the evolution of human values in business and society. He is the creator of the internationally recognized Cultural Transformation Tools (CTT) which have been used to support more than 5,000 organizations in 60 countries on their transformational journeys. To date, more than 5,000 change agents, consultants and coaches have been trained by the Barrett Values Centre to use the Cultural Transformation Tools in over 50 countries. (For more information www.richardbarrett.net)
Simply put, employee benefits are the non-wage benefits that make up your employee’s compensation package. But they are so much more than a way to compensate employees. Employee benefits actually reflect your company’s culture and how you value your employees.
Job seekers do their research in advance and take employee benefits into account when weighing up similar opportunities. The only right way is to offer choice and take the time to find out so you spend your company’s benefit dollars wisely.
While employee benefits can certainly help with staff retention, you can’t mask poor workplace culture by offering a few employee benefits in place of creating positive workplace culture.
Companies that invest in employees by offering a wide range of employee benefits see the positive effects on the bottom line in terms of increased productivity, improved morale, and greater engagement.
You can’t supplement a poor work culture with employee benefits. But you can use employee benefits to reinforce your company culture and show your employees that they truly matter.