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Staff negativity

By Belladog ·
Anybody have some good ideas on how to deal with surly staff members? How you keep morale going when there are political issues keeping people down?

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Surly or low morale

by Oldefar In reply to Staff negativity

Wish I had a quick fix for all people issues, but I don't.

My personal experience is that low morale has more to do with the work environment than any external pressures, and that the root cause is a wide spread feeling among the staff that they are unappreciated, unrewarded, and generally considered expendable by management. These feelings are manifested in all sorts of ways, from poor work performance to irratability with peers.

There are of course surly individuals. When the work environment is fine and morale is high, these people can be ignored or tolerated. When things go sour for the staff overall, they become lightning rods for the general discontent.

I recommend first applying the serenity prayer approach - strength tochange what can be changed, serenity to accept what cannot be changed, and wisdom to know the differance. What needs to be changed in your area? Is it within the capability of yourself and your team members? If not, can it be accepted?

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Odelar, you are spot on.

by luyasu In reply to Surly or low morale

These targeted points must be accepted, thought out and serenely approached and achieved. But how can any company, who wish to achieve those goals, apply themselves?

My experiences in the IT industry and the newly formed ICT sector have allowed an acquisition into the insight of business/management strategies to technical infrastructure deployments in Public Affairs to mobile communications sectors.

With ?an approach?, study the company?s business environment, look at the technology in place; determine effective abilities and define an overall knowledge drive plan. This drive cannot be on a per team basis but department to company-wide.

If your employee is not empowered then there is no drive for self-satisfaction within the workplace of not only IT departments. Finance and budget limitations will always prevail; the economy does not stand still.

Though, as a golden rule, generate transparency within the drive to enhance the ?professional workplace? by empowering, at theright moment, individuals. But with an internal communications platform (that depicts a well structured approach) inclusive of all in the company, employees to be presented with the ?empowering drive strategy? and that internal communication?s channels retained whistle clean all throughout the completion of that drive.

Single pieces of the puzzle cannot simply ricochet the intended affect across the company as the communication platform for business and technical infrastructure most spread across the ALL EMPLOYEES. But, understanding what Odelar has written, then consider this and let?s continue the discussion.

TSP

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Oldefar

by luyasu In reply to Odelar, you are spot on.

Apologies on the codename, too similar to....

A+

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Question?

by luyasu In reply to Odelar, you are spot on.

Should a company decide on the salary of an individual based their department's and KSE set of the team or the expected productivity of the individual in relation to the business outcome of that department?

Does most companies run with the first of the latter? What does your company do?

TSP

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Ambitious Goals

by Oldefar In reply to Odelar, you are spot on.

Changing a corporate culture to support employee empowerment and open communications is hard to accomplish. I don't know that it becomes easier with a smaller company, since the culture tends to reflect the personality of the owner/CEO. Know of anyone who has truely changed their personality?

I believe the five currencies for business and for individuals remain time, money, knowledge, security, and prestige. Low morale reflects a net negative in these, and improving morale involves providing a positive return. As an example, consider the case of armed forces service people. Their time is not their own, they receive low relative compensation in most career fields, and personal security is often placed at risk. What keeps morale high has to come from knowledge and prestige, and perhaps career security. Special ops types typically have the highest morale, and also the highest perstige and knowledge.

In today's economy, I suspect the average worker feels a significant loss insecurity. A change from "at-will" to a set term employment might not only raise morale but allow employers to reduce fixed costs.

Consider an employment contract with a 4 year term, a lower base, a performance bonus tied to both personal and company success, and a 6 month period where continued employment under a new 4 year term or a known end of employment date is known. Would morale rise?

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Prestige and Morale

by Oldefar In reply to Odelar, you are spot on.

I want to expand a little on the prestige aspect of employee morale.

In other postings, OzMedia indicated the group mentality aspect of people (Will the Real Max..). While I think he has applied some faulty logic, there is a key point about the human condition that can be used. People by nature are joiners, and assume group identities. From body scar and tatoo to dress to taboo, we all pursue inclusion in a group larger than ourselves. This association impacts us in terms of security andprestige.

In the work place, group prestige plays a major role in morale. There is the impact of corporate image. Employees want to be proud of the firm that employs them and feel real pain when the company image takes a public beating. This can be countered with a smaller group - the division, the department, or the team - that has a solid reputation for integrity and capability.

While a middle manager can do little to fix a bad corporate image, he may be able to keep his organization's morale high by establishing it as the premier group within the organization. Focus first on integrity and ethics. Put a high value on employees by actions, not just words. Use difficult objectives as a challange where the group can demonstrate their knowledge. Measure success by observing how the employees begin to dress alike, adopt common mannerisms, and think in terms of their team.

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Not against Oldefar!

by luyasu In reply to Odelar, you are spot on.

It is clear that you and I will not clash on fundamentals within society and enterprise to SME culture and ethics. I know that we are both educated individuals.

Time, Money, Knowledge, Security and Prestige will remain the strands of life in today?s steaming economic trends, but one cannot consider that integrity is not the way to prestige. Time, money, knowledge and security are schedulable acquisitions. Ethics define a company?s culture, not the opportunity for all.

I posted a message back on TR http://www.techrepublic.com/forumdiscuss/thread_detail.jhtml?thread_id=125019&src=bc . The response I got back was sufficient.

Please read it.

The message was clear and loud from the writer. It is, hence, by definition, this important factor that makes that so-labelled ?ambitious goals? very applicable to any company and its size. It has been said over and over, a common ground DOES NOT define the rules for all. ?We can apply a common platform that maintains each, its unique identity?.

The IT industry by no fault of its own, has forced companies and individuals to assume and hence apply a ?retentive style? approach to technical infrastructure support, I look at it as the ?classical style?.

How deeply pinned in, for an example, is network address translation policies. Why is it used?

In light of the discussion; the following post will demonstrate with minimum words, how companies can achieve a high morale and prestige, regardless, of the company?s size, ethics, business and its environment.

TSP

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