Which Of The Following Is Most Likely To Result From A Strong Organizational Culture

Test – Organizational Culture Ch 16 Flashcards by jesse petty

Culture, we want a strong business culture,” is perhaps one of the most familiar screams from the top of a company hierarchy. According to a survey of over 1,400 North American CEOs and CFOs, 90 percent of respondents stated that business culture was crucial to their firms. One reason why executives desire a strong, bold corporate culture is because it frequently results in contented personnel. Employees who are satisfied with their jobs outperform their competition by 20 percent, and happy employees are 12 percent more productive than those who are dissatisfied with their jobs.

But what is organizational culture?

It is possible to have several definitions of organizational culture, with each definition representing a distinct interpretation of how the construct manifests itself in a given company. It is a collection of values, habits, assumptions, and a vision maintained by a company or group of people. Terry Deal and Allan Kennedy were the first scholars to look into the definition of corporate culture; they saw it as the way things are done in a company, and they were right. Organizational culture may be broadly defined as the ideas, shared values, assumptions, and practices that shape the social and psychological environment of a company or organization.

Organizational culture is developed by senior management and then conveyed and reinforced regularly through a variety of means ranging from onboarding swag to the way meetings are done, ultimately influencing employee attitudes, habits, and knowledge of the firm.

  • Members’ self-image, inner workings, and future expectations are all examples of how culture is conveyed.
  • It demonstrates how a group of people can work together to achieve a common purpose.
  • Organizations in various industries will often have diverse cultures, as will their employees.
  • Effective strategy and organizational structure, together with a strong corporate culture, are essential for a successful organization.
  • O’Reilly demonstrated that organizational cultures are critical in driving financial performance in organizations.
  • In their research, O’Reilly and his colleagues revealed that businesses with highly adaptable cultures always have a competitive advantage over their competitors that have inflexible cultures.
  • In a company, human resources play a critical part in defining the culture of the organization, beginning with the recruitment of applicants who share the philosophy of the organization.

Recruitment of individuals who are aligned with a company’s aims and values continues to be the most difficult task for businesses. Technology, on the other hand, makes the procedure more efficient for both managers and candidates.

What makes up an efficient culture?

Every firm strives to achieve financial success as well as a strong brand image. These, on the other hand, are impossible to achieve without stability. Employees and business partners benefit from a culture of stability because they are comfortable with a known path of action. Thus, it influences attitudes, actions, values, and interpersonal connections inside the organization. Stability encourages employees to care about results and to work together to achieve a single goal, which is to maintain the stability.

It is eventually more beneficial for a company to maintain a regular level of growth than than to have quick but unstable advances.

Wayfair’s stock price dropped by 23 percent in a single day as a result of the company’s inability to predict sales.

Attention to details

It is the small elements that make a difference in the success of a company, from how an employee is welcomed onto a team to how they deliver quarterly reports to shareholders. A keen eye for detail displays efficiency and a dedication to customer service. Employees who pay greater attention to the fine print are more productive than their counterparts who do not pay attention to the fine print. It is possible to have strong attention to details while still having other qualities such as time management, analytical thinking, observation skills, and active listening.

According to a study published in the journal Management Science, attention to detail and creativity are essential for quality improvement in the corporate world to be successful.

As a result, it provides better communication, which helps to eliminate errors while also streamlining work and timeframes.

Innovation

Organizations must pay close attention in order to survive and grow in today’s highly competitive workplace. When change comes, a company that values innovation above maintaining the status quo will be more likely to succeed than one that does not. Innovation is a critical component of every organization’s ability to achieve long-term development and profitability. Experimentation and risk-taking are essential components of innovation, as is being more resilient when confronted with unexpected circumstances.

According to McKinsey & Company, 84 percent of CEOs agree that innovation is critical to a company’s long-term plan for success.

This is accomplished by assembling a team of individuals that are both innovative and energetic.

The capacity to problem-solve more effectively allows for greater organizational sustainability, which may be achieved by repackaging, rebranding, or other enhancements to match the ever-changing demands of the market.

Competitiveness

Competitiveness is defined as the ability of an organization to get an advantage over its competitors. It may apply to just about anything, from the pricing point to the delivery options to the color possibilities and everything in between. Sustainable competitiveness, on the other hand, refers to obtaining higher margins while also creating value for employees and shareholders over an extended period of time. According to the findings of research concentrating on this trait, there is a strong association between competitiveness and the performance of a company.

offering real value to consumers

77 percent of organizations feel that being competitive is essential in order to win against competing solutions. Those that fail to build competitiveness will find it difficult to stay in business. In addition to identifying the best market fit, attracting qualified staff is essential. In fact, discovering and keeping outstanding people is the number one priority of C-Suite executives. An agile team encourages innovation, which results in a significant competitive advantage for the organization.

Team orientation

Hiring a skilled staff is one thing, but getting them to function as a cohesive unit is a whole different notion altogether. No matter how competent a workforce is, the dream will not come true until they work together as a team. Team orientation entails the sharing of varied abilities in complementary positions as well as the collaboration of individuals to achieve a shared objective. It denotes that staff are working together toward a common objective. It doesn’t matter what business you’re in, individuals that are more collaborative tend to outperform their competitors.

As a result, recruiters are looking for employees that have a strong sense of team spirit, in whatever shape that may take.

As a result, recruiting managers should recognize the importance of selecting applicants who are aligned with a company’s culture of cooperation and collaborative effort.

Outcome orientation

An organization’s priorities are defined as a result of its outcome orientation. Before taking action, the team understands what is a priority if the leadership outlines desired objectives in advance. When a group works together to achieve a common objective, it becomes much easier for them to take ownership of a project or goal. Employees may concentrate on attaining their objectives when the outcome has been predetermined. Employees may express themselves more freely when they have a purpose and a timeframe to work towards.

A team that is focused on results evaluates their progress, which increases the likelihood of a business reaching its objectives and boosting its profitability.

In fact, more than half of executives feel that having a results-oriented culture has an impact on productivity. A staff that is focused on the future is essential for a forward-thinking organization.

Supportiveness

Supportiveness has been shown to be associated with improved performance and success. What exactly is it? It refers to the process of building an environment in which listening to and offering assistance to employees and staff is a top concern. Organizations display their concern for their employees by treating them with compassion and consideration. As a result, there will be significant improvements in staff performance. A helpful organization builds stronger relationships and promotes a positive work environment.

You might be interested:  What Happened In 1995 Pop Culture

In order to develop a competitive corporate culture, goal-oriented firms look for employees that are supportive of one another when hiring new staff.

It removes the stigma associated with failure by establishing an environment in which employees are encouraged to attempt new things and learn from their mistakes.

Employee retention is better in an open workplace where they feel respected and valued, which leads to increased productivity.

How to match talents with your culture

A strong business culture is associated with significant increases in the firm’s performance. The results of leaders’ capacity to foster a culture of trust, transparency, and communication include improved performance, more motivated employees, loyal consumers, and enhanced profitability among other things. Organizations must make an investment in employing a workforce that is aligned with their company’s strong culture. Recruiters recognize that it is important to have a comprehensive knowledge of an individual rather than just through a piece of paper.

In order to forecast a candidate’s personality, it employs video analytics, which is then used to automatically assess the candidate’s fit with the organization’s cultural fit.

Retorio’s video-based artificial intelligence has been highlighted in publications such as TechCrunch, Spiegel, ARD, BBC, and the Süddeutsche Zeitung.

Organizational Culture

Organizational culture is a concept that refers to the shared beliefs and aims of a group of people working together. Everyone in a business may work together to build a culture of mutual respect, collaboration, and support if they all share the same beliefs and goals.

Companies with a strong, supportive culture are more likely to recruit highly qualified, dedicated employees who are aware of and committed to the company’s goals and objectives.

Learning Outcomes

  • Establishing a company’s culture is essential. Explain how a company’s culture might serve as a competitive advantage to the company. Make a list of the different degrees of culture.

Organizational culture is a word that may be used to any type of organization, from a church to a university, and is defined as follows: When it comes to discussing the culture of a company, the phrase “corporate culture” is frequently used. According to INC Magazine, corporate culture is defined as “the shared values, attitudes, norms, and beliefs that characterize members of a company and determine the essence of the firm.” Corporate culture is anchored in an organization’s aims, tactics, organizational structure, and approaches to workers, consumers, investors, and the broader community, among other things.

  1. Corporations, like families (or nations), have cultures of their own.
  2. When corporate culture is not actively developed, it is all too common for the culture to become disconnected or even aggressive.
  3. For example, whereas Bob is committed to the notion of creating high-quality items, Suzanne is motivated by the desire to sell as much merchandise as possible (even if the quality is only so-so).
  4. Because of our understanding of national, regional, and familial cultures, the concept of company culture has emerged, and numerous theories exist regarding what constitutes a good (or bad) corporate culture.
  5. Some are more formal, and others are more laid-back.
  6. Some people appear to be always having a good time, whilst others appear to be in a constant state of internal strife.
  7. Despite the fact that some organizations pay little care to corporate culture, many successful enterprises have cultures that have been actively built or altered through the years.
  8. Alternatively, corporate cultures are typically developed by a collaborative effort that involves not only high management, but also managers and employees as a whole.

What Do Corporate Cultures Look Like?

One of the most effective ways to acquire a sense of what we’re talking about when we talk about corporate culture is to look at some real-world instances. Look at the cultures that exist within a few well-known firms for some inspiration.

IBM

Thomas Watson, the founder of IBM, was one of the most influential figures in the development of corporate culture. Founded on a totally different worldview from the one we live in today, it promoted morality, temperance, and constancy among its adherents. It was expected of men who worked at IBM to dress in a specific manner (dark suits, white shirts) and to conduct themselves in a conservative manner. It was even expressed through corporate songs like as “Ever Onward,” which workers were obliged to perform at events and conventions in order to demonstrate their “IBM Spirit.” In a songbook from 1937, the words of “Ever Onward” provide a wonderful window into the early culture of a corporation that would go on to become one of the truly great emblems of American industry.

  • INFINITELY FORWARD!
  • That is the spirit that has earned us our notoriety!
  • We can’t fail since everyone can see us.
  • Our products are now well-known around the world.

Our reputation shines brightly like a diamond! We’ve battled our way through – and we’re likely to conquer more fields in the futureFor the I.B.M., who is always moving forward. If you’d want to hear the song and learn more about IBM’s early corporate culture, check out the following video:

Google

Google is an example of a company that has altered the way people work and their outlook on it. Google has earned the reputation as the corporation that provides its loyal employees with an unending array of benefits. Coffee shops, complimentary lunches, lounge breaks, and even the chance to bring your pet to work are just a few of the perks available. Google has offices in more than 100 countries, and the company’s management believes that a happy workforce leads to a more productive workplace.

Here is a list of Google’s basic principles, which serve as the foundation for the company’s corporate culture:

  1. We desire to collaborate with outstanding individuals
  2. Technological innovation is essential to our success. Working at Google is enjoyable. Participate aggressively
  3. After all, you are Google. Don’t take success for granted
  4. Instead, strive for it. Do the right thing and avoid being wicked. Every day, work to earn the loyalty and respect of customers and users
  5. Our capacity to achieve sustainable long-term growth and profitability is critical to our success. Google cares about and supports the communities in which we work and live
  6. We also care about and support the environment.

Apple

When it comes to corporate culture, Google is all about making sure its employees are having a good time, whereas Apple is more concerned with getting things done. Its creator, Steve Jobs, left behind a set of basic principles that make it apparent that competitiveness, focus, and hard work are all important aspects of the company’s culture. These values are as follows:

  1. It is our belief that we are here on the face of the Earth to create excellent items. We believe in the simplicity of things rather than the complexity of things
  2. We think that we must own and control the core technologies that underpin the items we manufacture. We only participate in markets where we have the ability to make a substantial impact. It is our belief that saying no to hundreds of initiatives allows us to devote our whole attention and resources to the handful that are genuinely essential and significant to us. In our groups, we believe in profound cooperation and cross-pollination, which allows us to create in ways that others are unable to
  3. When it comes to every group inside the organization, we don’t accept for anything less than greatness, and we have the self-honesty to confess when we’re wrong and the fortitude to alter our ways.

Contrast the values of Apple with those of Google. Although Apple places a premium on competitiveness, results and perfection, the search giant Google places a premium on values such as having fun, acting responsibly, providing excellent customer service, and interacting with the wider world. Both firms provide digital goods, both have had significant success, and both attract a large number of highly motivated individuals to their respective organizations. However, because the corporate cultures of Apple and Google are so dissimilar, the companies attract employees with a wide range of personal objectives, work styles, and expectations from one other.

You might be interested:  What Is Culture In Microbiology

Corporate Culture as a Competitive Advantage

What is it about having a strong, good business culture that is so important? There are three compelling reasons for this:

  • A strong company culture aids in the identification of your corporate values by workers, customers, and the general public. Assume, for example, that your company’s culture places a high emphasis on innovation. That way, your staff will be aware of the fact that they will be encouraged to come up with new ideas, and your consumers will be aware that your products and services are likely to have a creative or distinctive characteristic. High-quality personnel that believe in the same principles as the company are attracted to companies with strong, cohesive cultures and vice versa. Because they are a member of a common culture, after those employees have joined the company, they begin to feel like they “belong.” Those employees who believe that their professions are a good match for their own beliefs are more likely to remain loyal to their employers. After all, they are doing what they like doing for a company that shares their values and aims
  • A strong corporate culture may aid a company in its efforts to establish a strong brand identity. Starbucks, for example, has created a culture and brand that includes a very visible commitment to worldwide fair trade and ethical business practices. Customers who care about fair trade are more likely to purchase from Starbucks and to remain loyal to the company.

Levels of Corporate Culture

The concept of corporate culture developed by E.H. Schein contains artifacts, values, and assumptions. E.H. Schein is a thinker who specializes in the study of business culture. The author of the 1992 book Organizational Culture and Leadership proposes that there are three layers of corporate culture, which he describes as follows: Fundamental assumptions about human conduct are at the heart of any civilization, and they are frequently so deeply embedded in the culture that they are impossible to distinguish.

  • Standard operating procedures (SOPs), operating guidelines, and public manifestations of the organization’s ideology are common examples of this.
  • For example, when Home Depot, under the leadership of a new CEO, realized that the firm needed to return to its customer-centric beginnings in 2007, it moved rapidly to create artifacts—buttons and awards—to remind everyone who came first: the consumers themselves.
  • Great customer evaluations were recognized in meetings, and sales plaques and additional buttons were awarded to associates who received outstanding customer ratings.
  • Management did not totally forsake the cost discipline established by the company’s prior CEO, but it did significantly ease the constraints.
  • Even though Lowe’s has been a fierce competitor, profits have rebounded in recent months.

You will, on the other hand, be most successful if you work for a firm that shares your values. Just taking a look around a workplace may give you a sense of whether a firm emphasizes hierarchy or shared authority, individual accomplishment or cooperation, and other factors.

Check Your Understanding

Please respond to the question(s) below to determine your level of understanding of the issues discussed in the preceding section. If you fail this brief quiz, it will not count toward your overall mark in the class, and you can repeat it an unlimited number of times. This quiz will help you determine if you need to (1) study the previous subject more thoroughly or (2) go on to the next section by checking your comprehension.

MCQs of Dynamics of Organizational Behaviour (Organisational Behaviour – 3141909)

Questions 1 to 10 out of 45 are displayed.

1. Mahek is a manager for a manufacturing company in which managers are expected to fully document all decisions and in which it is important to provide detailed data to support any recommendations. Also, out-of-the-box thinking is dissuaded. Which characteristic of organizational culture describes this aspect of Mahek’s job?
(a) Low team orientation
(b) High aggressiveness
(c) Low adaptability
(d) Low outcome orientation
2. Darshit’s boss is apathetic as to whether Darshit works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture describes this aspect of Darshit’s job?
(a) Low risk taking
(b) High outcome orientation
(c) High attention to detail
(d) Low aggressiveness
3. Detail orientation is one of the six primary characteristics that capture the essence of an organization’s culture. It indicates the degree to which _.
(a) employees are encouraged to be innovative and take risks
(b) management focuses on results or outcomes rather than on the techniques and processes used to achieve them
(c) management decisions take into consideration the effect of outcomes on people within the organization
(d) employees are expected to exhibit precision, analysis, and attention to detail
4. The key characteristic of organizational culture that addresses the degree to which people exhibit integrity and high ethical standards in their work is termed _.
(a) integrity
(b) team orientation
(c) averseness
(d) risk taking
5. Which of the following statements best describes the difference between organizational culture and job satisfaction?
(a) Job satisfaction depends upon the level of “power distance” in the country, but organizational culture does not.
(b) Organizational culture is static, whereas job satisfaction is dynamic.
(c) Job satisfaction is immeasurable, whereas organizational culture is measurable.
(d) Organizational culture is descriptive, whereas job satisfaction is evaluative.
6. An aircraft manufacturer with a strong presence in the United States is looking to expand its market overseas. The firm currently sells its aircraft to several airlines in the United Kingdom but now wants to establish manufacturing units there as well in order to acquire a bigger share in the European market. Hence, it plans to merge with QueenAir, a British aircraft manufacturer. Which of the following, if true, would weaken the company’s decision to merge with QueenAir?
(a) Merging with QueenAir would increase its profits considerably.
(b) There is increasing economic uncertainty in its U.S. market.
(c) The preferences of airline customers in Europe and the U.S. are similar.
(d) There is a striking difference in the organizational cultures of the two firms.
7. Which of the following statements is true regarding an organization’s culture?
(a) Organizational culture is evaluative rather than descriptive.
(b) Large organizations rarely have subcultures.
(c) A dominant culture expresses the core values shared by a majority of the organization’s members.
(d) A strong culture reduces employee satisfaction and increases employee turnover.
8. _ are indicators of a strong organizational culture.
(a) High levels of dissension
(b) High rates of employee turnover
(c) Completely horizontal organizational charts
(d) Widely shared values
9. In the _ employees value growth, variety, attention to detail, stimulation, and autonomy.
(a) market
(b) adhocracy
(c) clan
(d) bureaucracy
10. Which of the following is most likely to result from a strong organizational culture?
(a) High organizational commitment
(b) Low employee satisfaction
(c) Low loyalty
(d) High absenteeism

1 to 10 of 45 questions displayed in this section

4 Benefits of a Strong Organizational Culture

The importance of having a successful corporate culture for the success of your firm. Currently employed as a Product Marketing Manager as of December 1, 2021 Updated: December 1, 2021, Kate Heinz is the Product Marketing Manager for the company. Creating a strong corporate culture will assist recruiters in attracting outstanding prospects and retaining top talent in their organizations. Not only that, but research has proven that having a winning business culture increases levels of employee engagement, productivity, and overall performance.

Company culture is comprised of the essential intangibles that influence how your team functions and conducts its business operations.

Because every business has its own set of goals and is comprised of a varied group of people, no two organizational cultures will ever be the same.

Your organization’s culture should bring your employees together and motivate them to work toward a common objective.

Defining Organizational Culture

Organizing culture is comprised of the values, ideas, attitudes, and ambitions that define and characterize a particular company or organization. When it comes to business culture, it is sometimes associated with desirable amenities like as lenient dress standards, flexible vacation policies, and beer on tap. However, in truth, these perks are simply consequences of the organization’s overall organizational culture. Although the aspects of a successful corporate culture will differ from company to company, the truth remains that having a strong organizational culture is extremely beneficial.

Check out the following examples of how an effective corporate culture may help organizations rise to the top.

FREE E-BOOK: HOW TO CREATE PRINCIPLES AND VALUES THAT WILL INSPIRE YOUR WORKFORCE – CLICK HERE TO DOWNLOAD.

Why Organizational Culture Increases Employee Engagement

Companies with winning organizational cultures have employee engagement ratings that are 72 percent greater than those of companies with poor organizational cultures. Employee engagement may be described as the degree to which an employee is enthusiastic about, driven by, and connected to their work and organization, among other things. It should come as no surprise that high levels of employee engagement are associated with successful company cultures. As an added bonus, profitable business units that are involved see a 22 percent rise in profits.

Nearly half of employees (49 percent) agree.

Employees are inspired to engage fully with their job when they have an innate drive to do so.

Employees who work in a winning culture are more likely to build strong bonds with their coworkers, their company, and their position, so improving their overall work experience and boosting their engagement.

How Organizational Culture Can Decrease Turnover

Meanwhile, 38 percent of employees say they wish to quit their current positions because of an unfavorable company culture or the sensation that they don’t fit in with their colleagues. Your objective should be to cultivate a company culture that values diversity and inclusion, but not every employee will be a good fit for your culture from the start. Building a successful corporate culture that is clearly connected with your core values and mission, on the other hand, will help to keep your staff motivated.

Workers who work in a company with a weak or poor culture will search for other opportunities, but employees who work in an organization with a good culture will stay.

You must work hard to keep your company’s culture in tact and to develop it when necessary.

Improve Recruitment Efforts With Organizational Culture

Approximately one-third of employees in the United States say they would pass up their perfect employment opportunity if the organization’s culture did not appeal to them. Because your organizational culture isn’t something you can keep hidden, prospective employees will be able to gain an understanding of your company very instantly and utilize that information to help them make a choice. Prioritize the development of an organizational culture that will make a lasting impression on top prospects in order to prevent losing their interest.

The foundation of a positive applicant experience is established by your organization’s culture.

Those that work in this environment are likely to be involved in and enthusiastic about their jobs, which are two great characteristics that job searchers may learn from.

More information about Organizational Culture may be found here.

How to Increase Productivity With Organizational Culture

Your organization’s culture has a significant impact on the level of happiness and engagement among your personnel. The likelihood of a person being satisfied with their job increases if the organization’s culture values cooperation yet the individual prefers to work alone increases. You may, on the other hand, attempt to create an organizational culture that meets the specific requirements of your employees while also aligning with the aims of your firm. Your staff will thank you for it by increasing their productivity and overall performance levels.

  • How you organize your workplace, treat your staff, and manage your benefits packages will all be influenced by the corporate culture that you have created.
  • These benefits have an impact on the satisfaction of your employees, which in turn has an impact on their engagement and productivity.
  • A winning organizational culture, according to 76 percent of employees, increases their productivity, and 74 percent of employees believe that having a winning organizational culture improves their capacity to provide excellent customer service.
  • Before you begin, be certain that you have the necessary resources to see your strategy through to completion.
  • An organizational culture that does not correspond with the company’s basic principles or does not live up to the promises made by the C-suite will look fraudulent, dissuade top prospects, and drive away existing workers from the business.

Do you want to know more? Take a look at these 42 facts and figures on company culture. FREE E-BOOK: HOW TO CREATE PRINCIPLES AND VALUES THAT WILL INSPIRE YOUR WORKFORCE – CLICK HERE TO DOWNLOAD.

11 Indications of a Good Company Culture

It is beneficial for both employees and the organization when there is a healthy company culture in place. No matter if you’re contemplating whether to accept a job offer from a new employer or you’ve recently begun working for a new company, one of the most crucial components of your professional life will be the company’s culture. The environment, or “vibe,” of an office or organization is so powerful that it can make or break your job experience, resulting in either long-term employment or, in the worst case scenario, a rapid return to the job market after a short period of time.

Although it can be difficult to describe, there are numerous specific, quantitative variables to look out for that signal the health of not only a company or workplace, but also the way its teams and employees interact as well as their levels of satisfaction at work.

Important Indications Of An Excellent Company Culture

Listed below are the most important characteristics to look for when determining whether or not your new employer will be a great place to work: Employees that have been with the company for a long period of time: Increased employee turnover is a good measure of a company’s corporate culture. Simply put, employees who are happy and engaged and who are provided with ongoing possibilities for advancement are more inclined to remain with their companies. Not just coworkers, but also close friends: When you have a positive work environment, it is easier to form true friendships.

Participation in the workplace: The engagement of their workers in personal and professional development activities, both within and outside of normal business hours, is encouraged by great corporate cultures, which create positive and enjoyable opportunities for their employees to come together.

  • Consider this: If your firm sponsors a charity event or fundraiser on a Saturday morning and the majority of your workers turn up – willingly – you can be sure that the employees are involved in the event and are pleased to be there.
  • In order for every team member to feel like they know where they stand, where the firm is going, and in general that they are “in the loop,” good cultures encourage a mindset of openness.
  • It takes time and effort to develop.
  • A positive corporate culture is characterized by values that are known by all of its employees.
  • Companies and organizations that excel welcome diversity – diversity in personnel, variety in thinking, and diversity in tactics.
  • Great companies have clear and frequent processes in place for recognizing the achievements of their employees, at the very least once a month or weekly, to ensure that wins are celebrated.
  • Leaders are visible and easily approachable: Employees respect leaders who are straightforward, approachable, honest, and sincere, as well as those that invest in their development.

When an organization’s leaders put themselves in front of their employees and make themselves available to them, it fosters a sense of “we’re all in this together.” Workplaces that are comfortable: When it comes to employee satisfaction with their jobs and their employer, the type of environment – that is, the physical space they work in each day – can make a significant difference.

Office politics are not present: The absence of gossip, backbiting, and politicking in positive workplaces and strong business cultures in which each person feels appreciated, acknowledged, and recognized leaves little opportunity for these activities.

Opportunities for ongoing professional development include: Employees’ feelings of job satisfaction are closely related to the opportunities they have for growth, advancement, learning, promotion, and the ability to broaden their skill set.

Companies with strong infrastructures that support employee growth – both philosophically and practically in terms of actual resources and budgets – demonstrate their commitment to each employee’s professional development and foster a strong sense of culture and community among their employees.

Leave a Comment

Your email address will not be published. Required fields are marked *