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Employee morale is mostly adversely affected by ______.
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更多“Employee morale is mostly adversely affected by ______.”相关的问题
第1题
Workplace Negativity
Nothing affects employee morale more adversely than persistent workplace negativity. It saps (消耗) the energy of your organization and diverts critical attention from work and performance. Negativity occurs in the attitude, outlook, and talk of one department member, or in a crescendo (高潮) of voices responding to a workplace decision or event.
Learn About Workplace Negativity
As a manager or human resources professional, you are closely in touch with employees throughout the company. This allows you to keep your fingers on the pulse of the organization to sense workplace negativity. It enables you to establish and heed early warning signals that all is not well. You receive employee complaints, do exit interviews with employees who leave, and know the reputation of your organization in your community.
You watch the discussions on employee Intranets, manage the appraisal and 360-degree feedback process, and coach managers in appropriate staff treatment. This information will help you learn to identify the symptoms of negativity before its morale-busting consequences damage your workplace. It will also assist you in preventing and curing workplace negativity.
Diagnose Workplace Negativity
Negativity is an increasing problem in the workplace, according to Gary S. Topchik, the author of Managing Workplace Negativity. He states, in a Management Review article, that negativity is often the result of a loss of confidence, control, or community. Knowing what people are negative about is the first step in solving the problem.
In my experience, when rumblings (抱怨) and negativity are beginning in your organization, talking with employees will help you understand the exact problems and the degree to which the problems are impacting your workplace. You will want to identify the exact employee groups who are experiencing the negativity, and the nature of the issues that sparked their unhappiness.
Perhaps the organization made a decision that adversely affected staff. Perhaps the executive manager held a staff meeting and was perceived to threaten or ignore people asking legitimate questions. Maybe staff members feel insecure because concern exists over losing a product line.
Perhaps underground rumors are circulating about an impending layoff. People may feel that they give the organization more than they receive in return. They may feel that a coworker is mistreated or denied a deserved promotion.
When You Are Not in Control of the Negativity
Negativity often occurs when people are impacted by decisions and issues that are out of their control. Examples of these include: corporation downsizing; understaffing that requires people to work mandatory overtime; budget reductions; and upper-management decisions that adversely impact members of your staff. Under these circumstances, as a human resources professional, try some of the following ideas.
？Identify any aspects of the situation that you can impact, including providing feedback in your organization about the negative impact that is occurring. (Sometimes decisions are made and no one understands or predicts their outcome. Sometimes you can influence an issue or a decision if you practice personal, professional courage and speak your mind.)
？Listen, listen, listen. Often people just need a sounding board. Be visible and available to staff. Proactively (积极地) schedule group discussion sessions, town meetings, "lunches with the manager" or one-on-one blocks of time.
？Challenge pessimistic thinking and negative beliefs about people, the company, and the work area. Don't let negative, false statements go unchallenged. If the statements are true, provide the rationale, the corporate thinking, and the events that are responsible for the negative circumstances. Share eve
A．Y
B．N
C．NG
第2题
Introduction
The country of Mahem is in a long and deep economic recession with unemployment at its highest since the country became an independent nation. In an attempt to stimulate the economy the government has launched a Private/Public investment policy where the government invests in capital projects with the aim of stimulating the involvement of private sector firms. The building of a new community centre in the industrial city of Tillo is an example of such an initiative. Community centres are central to the culture of Mahem. They are designed as places where people can meet socially, local organisations can hold conferences and meetings and farmers can sell their produce to the local community. The centres are seen as contributing to a vibrant community life. The community centre in Tillo is in a sprawling old building rented (at $12,000 per month) from a local landowner. The current community centre is also relatively energy inefficient.
In 2010 a business case was put forward to build a new centre on local authority owned land on the outskirts of Tillo. The costs and benefits of the business case are shown in Figure 1. As required by the Private/Public investment policy the project showed payback during year four of the investment.
Figure 1: Costs and benefits of the business case for the community centre at Tillo
New buildings built under the Private/Public investment policy must attain energy level targets and this is the basis for the estimation, above, of the energy savings. It is expected that the new centre will attract more customers who will pay for the centre’s use as well as increasing the use of facilities such as the cafeteria, shop and business centre. These benefits are estimated, above, under increased income. Finally, it is felt that staff will be happier in the new building and their motivation and morale will increase. The centre currently employs 20 staff, 16 of whom have been with the centre for more than five years. All employees were transferred from the old to the new centre. These benefits are shown as better staff morale in Figure 1.
Construction of the centre 2010–2011
In October 2010 the centre was commissioned with a planned delivery date of June 2011 at a cost of $600,000 (as per Figure 1). Building the centre went relatively smoothly. Progress was monitored and issues resolved in monthly meetings between the company constructing the centre and representatives of the local authority. These meetings focused on the building of the centre, monitoring progress and resolving issues. Most of these issues were relatively minor because requirements were well specified in standard architectural drawings originally agreed between the project sponsor and the company constructing the centre. Unfortunately, the original project sponsor (an employee of the local authority) who had been heavily involved in the initial design, suffered ill health and died in April 2011. The new project sponsor (again an employee of the local authority) was less enthusiastic about the project and began to raise a number of objections. Her first concern was that the construction company had used sub-contracted labour and had sourced less than 80% of timber used in the building from sustainable resources. She pointed out the contractual terms of supply for the Private/Public policy investment initiatives mandated that sub-contracting was not allowed without the local authority’s permission and that at least 80% of the timber used must come from sustainable forests. The company said that this had not been brought to their attention at the start of the project. However, they would try to comply with these requirements for the rest of the contract. The new sponsor also refused to sign off acceptance of the centre because of the poor quality of the internal paintwork. The construction company explained that this was the intended finish quality of the centre and had been agreed with the previous sponsor. They produced a letter to verify this. However, the letter was not counter-signed by the sponsor and so its validity was questioned. In the end, the construction company agreed to improve the internal painting at their own cost. The new sponsor felt that she had delivered ‘value for money’ by challenging the construction company. Despite this problem with the internal painting, the centre was finished in May 2011 at a cost of $600,000. The centre also included disability access built at the initiative of the construction company. It had found it difficult to find local authority staff willing and able to discuss disability access and so it was therefore left alone to interpret relevant legal requirements. Fortunately, their interpretation was correct and the new centre was deemed, by an independent assessor, to meet accessibility requirements.
Unfortunately, the new centre was not as successful as had been predicted, with income in the first year well below expectations. The project sponsor began to be increasingly critical of the builders of the centre and questioned the whole value of the project. She was openly sceptical of the project to her fellow local authority employees. She suggested that the project to build a cost-effective centre had failed and called for an inquiry into the performance of the project manager of the construction company who was responsible for building the centre. ‘We need him to explain to us why the centre is not delivering the benefits we expected’, she explained.
Required:
(a) The local authority has commissioned the independent Project Audit Agency (PAA) to look into how the project had been commissioned and managed. The PAA believes that a formal ‘terms of reference’ or ‘project initiation document’ would have resolved or clarified some of the problems and issues encountered in the project. It also feels that there are important lessons to be learnt by both the local authority and the construction company.
Analyse how a formal ‘terms of reference’ (project initiation document) would have helped address problems encountered in the project to construct the community centre and lead to improved project management in future projects. (13 marks)
(b) The PAA also believes that the four sets of benefits identified in the original business case (rental savings, energy savings, increased income and better staff morale) should have been justified more explicitly.
Draft an analysis for the PAA that formally categorises and critically evaluates each of the four sets of proposed benefits defined in the original business case. (12 marks)
第6题
听力原文：M: Sarah, you work in the admissions office, don't you？
W: Yes, I'm... I've been here ten years as an assistant director.
M: Really？ What does that involve？
W: Well, I'm in charge of all the admissions of postgraduate students in the university.
M: Only postgraduates？
W: Yes, postgraduates only. I've nothing at all to do with undergraduates.
M: Do you find that you get particular...sort of...different national groups？ I mean, do you get large numbers from Latin America or...
W: Yes. Well, of all the students enrolled last year, nearly half were from overseas. They were from African countries, the Far East, the Middle East, and Latin America.
M: Em. But have you been doing just that for the last 10 years, or, have you done other things？
W: Well, I've been doing the same job. Er, before that, I was secretary of the medical school at Birmingham, and further back, I worked in the local government.
M: Oh, I see.
W: So I've done different types of things.
M: Yes, indeed. How do you imagine your job might develop in the future？ Can you imagine shifting into a different kind of responsibility or doing something...？
W: Oh, yeah, from October 1, I'll be doing an entirely different job. There's going to be more committee work. I mean, more policy work, and less dealing with students, unfortunately—I'll miss my contact with students.
(20)
A．An employee in the city council at Birmingham.
B．Assistant Director of the Admissions Office.
C．Head of the Overseas Students Office.
D．Secretary of Birmingham Medical School.
第7题
One way to make the employee being evaluated relax is to ______.
A．ask the employee to contribute ideas
B．serve biscuits and coffee at the meeting
C．make the mood of the meeting comfortable
D．focus only on the employees accomplishments
第8题
The main purpose of the employee appraisal system is to ______.
A．get the employee to agree with the goals set
B．create a relaxing and encouraging climate
C．help the employees to do an even better job
D．dismiss the employee who isn't working hard
第9题
A.duplication of effort
B.distractions at work
C.employee motivation
D.employee absenteeism
