Impact of Workplace Environment on Employee Performance...

Impact of Workplace Environment on Employee Performance Employees are very important assets in an organization. A good organization is one which takes care of its employees. This is often done by paying attention to their workplace environment. This is because the employees spend substantial part of the time of their lives at the workplace while carrying out their work. Hence, workplace environment influences their cognitive and emotional states, concentration, behaviour, actions, and abilities. It plays an important role in the employees’ engagement as well as in their performance. In fact, workplace environment has a big contribution for the organization in maintaining a high level of employees’ productivity and hence the organizational productivity. Workplace environment can be anything which exists around the employees where they work and which affect how they carry out their work. It consists of both external and internal conditions which can influence the working spirit and hence, reflect in their performance at work. There exists a strong interaction between employees’ performance and physical workplace environment. The physical environment at work is critical to employees’ performance, satisfaction, social relations and health. The environmental conditions at the workplace are important factors which has an influence on the employees’ morale and job satisfaction and hence their performance. Workplace environment and productivity are often perceived as two opposites by the managements in some of the organizations. This is because, the managements of such organizations consider workplace environment as an extra, resource-consuming, nonproductive activity, which they dislike because of the lack of production stemming from it. They believe that the productivity enhancement of the employees can be achieved by enhancing the employees’ skills. Such managements are ignorant of the fact that majority of the productivity problems reside in the workplace environment in which the employees operate....

Employee Engagement

Employee Engagement An organization is always in the need to successfully understand and use the employees’ talents, knowledge, skills, and vigour. Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees. It is a workplace approach resulting in the right conditions for all members of an organization to give their best each day, committed to their organization’s goals and values, and motivated to contribute to organizational success with an enhanced sense of their own well-being. There are four main sub-concepts within the term employee engagement. These are (i) ‘needs satisfying’ approach, in which engagement is the expression of one’s preferred self in task behaviours, (ii) ‘burnout antithesis’ approach, in which energy, involvement, efficacy are presented as the opposites of established ‘burnout’ concepts consisting of exhaustion, pessimism, and lack of accomplishment, (iii) satisfaction-engagement approach, in which engagement is a more technical version of job satisfaction, and (iv) the multi-dimensional approach, in which a clear distinction is maintained between job and organizational engagement, normally with the primary focus on antecedents and consequents to the role performance rather than the organizational identification. Employee engagement is defined by William Kahn as ‘the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances’. It is translating employee potential into employee performance and organizational success. It can also be defined as a set of positive attitudes and behaviours of the employees enabling their high job performance of a kind which is in tune with the organization’s mission. An engaged employee is defined as one who is fully absorbed by and enthusiastic about his work and so takes positive action to further the organization’s reputation...

Learning Culture and Organizational Performance...

Learning Culture and Organizational Performance With the current expansion in the global economy and the fast-changing evolution of technology and innovation, organizations are facing an ongoing need for employees’ learning and development. As knowledge becomes increasingly a key factor for productivity, it has also become a currency for the competitive success. The learning culture in the organization contributes to the organizational learning and the transfer of knowledge to the workplace.  Hence, the learning culture has a very important role to play in the performance of the organization. A learning culture moves beyond compliance by encouraging the employees to develop self-correcting mechanisms and internal practices which use knowledge to examine failures and weaknesses to make programmatic and operational changes. Further, a learning culture minimizes barriers to learning and knowledge and rewards and encourages knowledge driven practices, making learning and continuous improvement the rule, not the exception. Fig 1 provides the transition from a compliance culture to learning culture in the organization. Fig 1 Transition from a compliance culture to learning culture in the organization Creating a learning culture within the organisation makes the employees to take one step beyond just acquiring the skills which they need to deliver the products and services. Learning culture empowers the employees to achieve dramatically improved results compared to the organization having no positive learning culture. The learning culture in the organization enhances the ability of the organization to learn, and translate that learning into action rapidly and thus provides the organization the ultimate competitive advantage. It enables the employees to (i) easily adapt to change, (ii) actually anticipate the change, (iii) be more responsive to the market requirements, and (iv) grow through innovation. It also generates more energetic, loyal and goal oriented employees. A learning culture makes an organization...

Management and Managers...

Management and Managers Management is an important part of an organization. In fact the discipline of management is developed over a period of time to its present level. On the other hand managers of tomorrow are developed from the young, educated people who are knowledge workers of today. Both the management and the managers are vital component of the organization for its smooth functioning. Present day society has become a ‘knowledge society’, a ‘society of organizations’, and a ‘networked society’. Today, the major social tasks are being performed in and through structured organizations, large and small, of all kinds and sizes. And every organization is entrusted to ‘managers’ who practice the ‘management’. History of management The word ‘management’ was first popularized by Frederick Winslow Taylor to describe what he had formerly (and more accurately) called ‘work study’ or ‘task study’ which is today being called ‘industrial engineering’. But when Taylor talked about what is being called today ‘management’ and ‘managers’, he said ‘the owners’ and ‘their representatives’. The roots of the discipline of management go back to more than 200 years. But management as a function, management as a distinct work, management as a discipline and area of study, all are the products of the twentieth century. And most people became aware of management only in 1950s. Some recent studies on management give the impression that the management is an invention of late 1940s. True, before this period interest in and study of management was confined to small groups. The popular interest in management as a discipline and a field of study is fairly recent. But management, both as a practice and as a field of study, has a respectable history, in many different countries, going back almost two centuries. When the early economists,...

Management Development...

Management Development The development of executives in an organization is necessary for its present smooth functioning as well as for its proper functioning in future. The development of the executives takes place along two lines (Fig 1). The first consists of enhancing his knowledge towards technologies and technological skills which are changing very fast in today’s environment. The second consists of developing his managerial abilities so that he can function in higher managerial positions ably and in a responsible manner. Fig 1 Two lines for development of executives In the present day environment it is necessary for every organization to give serious thought to the development of its executives in various management techniques. The performance and the efficiency of the executives are greatly enhanced if they are well versed with the techniques of management. Hence the organizational management is required to give importance to the management development activities. Basic organizational decisions need an increasingly long lead time. Since no one can foresee the future, management cannot make rational and responsible decisions unless it selects, develops, and tests the executives who are to take care of these decisions in future, since these executives are going to become managers in the coming future and are going to run the organization. The executives need to have managerial abilities. They need to have along with the theoretical knowledge, the ability to organize and to lead. They need to know how to make decisions and what the managerial control techniques are. Management development programs develop the executives of today into efficient managers of tomorrow. These programs ensure continuity in the organization, which is a vital aspect for the efficient running of the organization, especially in a large organization where this need is more essential. The organization being a wealth...