Promoting Organizational Health

Promoting Organizational Health

Promoting Organizational Health 150 150 Peter

Promoting Organizational Health

PART 1: USE THE RESULTS FROM MY CLARKE HEALTHY WORKPLACE INVENTORY (RESULT IS A TOTAL OF 65 POINTS) TO COMPLETE THE FOLLOWING QUESTIONS:
• SUMMARIZE the results of the Cark Healthy workplace Inventory attached
• Identify two things that surprised you about the results. Also identify one idea that you believed prior to conducting the Assessment that was confirmed.
• What do the results of the Assessment suggest about the health and civility of your workplace?

Part 2: Reviewing the Literature (1–2 pages)
Select at least one additional peer-reviewed article, not in the Competency Resources, that addresses a theory or concept for promoting healthy workplace environments.
• Briefly describe the theory or concept presented in the article you selected.
• Explain how the theory or concept presented in the article relates to the results of your Work Environment Assessment.
• Explain how your organization could apply the theory highlighted in your selected article to improve organizational health and/or stronger work teams. Be specific and provide examples.
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)
• Recommend at least two strategies that can be implemented to address any shortcomings revealed in your Work Environment Assessment.
• Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment.

Sample Paper

Part 1

The environment assessment results of my workplace are 65/100 points. According to the Clarke Healthy workplace inventory, my workplace is barely healthy. The organization performed well in some key aspects. One of its strengths is that the employees’ actions are guided by a shared vision and mission, which advocates for trust, respect, and collegiality. Besides, there are higher chances that communication is transparent, direct, and respectful at every level of the institution. Also, there is a positive relationship between the employees and leaders in the workplace. Their relationship is clear and marked with a high level of trust. The other feature of this organization is that it provides fairly competitive salaries, benefits, compensations, and other rewards to its employees. In addition, the results reveal that the organization has performed fairly well in managing its employees. They are assigned a reasonable and manageable workload, which is also distributed fairly amongst them. Besides, the employees are somewhat treated fairly and with respect in the organization. Also, the organizational culture is evaluated on an ongoing basis, and necessary steps implemented to address various weaknesses identified in the assessment to improve it.

Two things surprised me about the assessment results. First, the organization lacks enough opportunities for promotion and career advancement. The answer to this question was somewhat untrue. The provision of promotion and career advancement opportunities to employees helps to advance their skills to ensure they have updated knowledge and skills to execute the roles effectively. This helps promote employees performance, staff retention, and overall organizational productivity. Thus, despite this benefit, the organization fails to provide its employees with enough career advancement and promotion opportunities. Secondly, I was surprised that employees are less satisfied and engaged and lack motivation. One of the key ways an organization can achieve high productivity and performance levels is by prioritizing employee motivation and satisfaction. A satisfied worker is positive, committed, and productive to contribute to the organization’s goals. On the other hand, before the assessment, I believed that communication was transparent, direct, and respectful in every area of the organization, which I confirmed after the assessment. This is because the organization has various tools, such as organizational charts in every department, which clearly define roles and state expectations to every employee. This helps ensure they are responsible for doing their roles and be informed on how to communicate. Besides, the employees displayed a higher level of trust. They were able to perform various activities independently with minimal supervision and also normalized giving and receiving feedback to each other. Also, the company holds regular meetings where information is shared with all employees to ensure they are informed.

The work environment assessment report shows that my workplace is associated with various negative features. For instance, the organization has ineffective communication, strained relationships between employees and office leadership, lacks a comprehensive mentoring program for employees, low level of employee satisfaction, engagement, and morale, and insufficient opportunities for promotion and career advancement. These negative features contribute to various adverse effects on employees and the organization. For example, ineffective communication and poor relationship between employees and leaders contribute to conflicts in the workplace, which undermines employee satisfaction, engagement, and motivation (Ivey & Dupré, 2020). Besides, an unhealthy workplace affects an organization’s performance negatively as employees are not motivated to work towards their personal and overall organizational goals.

Part 2

Gomez‐Baya et al. (2018) investigated the importance of a self-determination theory approach in promoting a healthy workplace environment. This theory was developed by psychologists Edward Deci and Richard Ryan. These psychologists looked at the inherent, positive human tendency to move towards growth and identified the three main components which aid growth. One of them is competence, which refers to the mastery of tasks and different skills that one gains from learning and experience (Gomez‐Baya et al. 2018). For people to achieve psychological growth, they need to feel that they possess the skills required for success. The second need is autonomy. It is the sense of being able to control your behaviors and goals (Gomez‐Baya et al. 2018). Thus, to achieve psychological growth, one needs to feel in control of his/her actions and objectives. When people lack this feeling, they tend to feel compelled or controlled to do something. The last element is connection. It is the need to feel attached or belonging to others. Individuals are likely to get motivated to do their roles when they have a positive relationship with those around them (Gomez‐Baya et al. 2018).

The self-determination theory relates to the results of my work environment assessment. According to this theory, lack of autonomy and competence undermines employee motivation. Therefore, an organization needs to implement various measures to meet these psychological needs among its employees. Similarly, the assessment results revealed that my workplace is barely healthy. This was because of diverse factors, including low employee satisfaction, engagement, and morale. Besides, this theory supports that low competence levels can lead to low self-determination. Low competence levels can be associated with the lack of opportunities for career advancement (Gomez‐Baya et al. 2018). Similarly, the work environment assessment report reveals that employees lack enough opportunities for care advancement within the organization. Also, the theory identifies connection as an essential element of self-motivation. When employees have a strong attachment to each other, they can work as a team and achieve the common objectives efficiently (Gomez‐Baya et al. 2018). However, in my workplace, the majority of the workers reported that the organization does not provide a favorable environment for them to work as a family and friends.

The self-motivation theory can be applied to a wide variety of areas, including work to ensure employees attain high levels of self-determination, to allow them to achieve their goals and improve their performance. Therefore, in this case, the self-motivation theory can be applied to enhance organizational health and make stronger work teams. First, this theory supports that individuals are more likely to become more self-determined when their psychological needs are satisfied. One of them includes competence. Therefore, to create a healthy workplace, the organization needs to provide various career advancement opportunities to ensure employees gain mastery of tasks and learn different skills. This will enable employees to attain the competence levels they need for success. Secondly, the theory identifies the need for connection or relationship in achieving a healthy workplace. The theory supports that people need to experience a sense of belonging and attachment to others to work effectively (Gomez‐Baya et al. 2018). Based on the assessment results, the majority of employees felt that they lack an environment where they can work as a family and friends. This discourages teamwork in the organization. The organization can promote the connection between employees by implementing various strategies that encourage teamwork at the workplace, such as building diverse and inclusive teams, fostering trust within the team, and  encouraging clear and frequent communication within the organization (Potoski & Callery, 2018).

Part 3

The work environment assessment report has identified various challenges that hinder the organization from achieving a healthy workplace. One of them includes low employee satisfaction, engagement, and morale. The organization can address this shortcoming by improving its overall communications. Employees feel satisfied when they have enough information on changes and feel valued as part of the organization. Thus, the organization should share updates about changes in the company structure and its strategies to its employees to allow them to feel involved and included (Potoski & Callery, 2018). Also, the organization needs to use various communication platforms to ensure information reaches everyone at the company. The second weakness is the lack of a comprehensive mentoring program for all employees. This reduced employee satisfaction and talent retention. To overcome this issue, the organization need to establish sufficient mentorship programs to increase employee satisfaction and talent retention (Ivey & Dupré, 2020).

The assessment report revealed that the organization has various strengths. One of them is that there is effective communication in the organization since communication is somewhat transparent, direct, and respectful in all departments of the entity. The organization can promote this by ensuring the tools used to communicate meet its employees’ needs. Also, the company can organize regular meetings to enhance communication (Phunthasaen & Chungviwatanant, 2020). Secondly, the findings reveal that employees’ activities align with the company’s vision and mission. The organization promote this by incorporating its mission, vision, and values into its company culture and also conducting performance surveys to identify the achievements that align with the company’s mission and vision (Magsi et al., 2019).

References

Gomez‐Baya, D., & Lucia‐Casademunt, A. M. (2018). A self‐determination theory approach to health and well‐being in the workplace: Results from the sixth European working conditions survey in Spain. Journal of Applied Social Psychology48(5), 269-283.

Phunthasaen, A., & Chungviwatanant, S. (2020). An organization development intervention on perceived organization support, supervisor feedback environment, supervisory communication and trust to improve supervisor-subordinate relationships: an action research study in a Dessert Cafe and Restaurant, Phi Phi Island, Thailand. ABAC ODI Journal Vision. Action. Outcome7(1), 1. https://core.ac.uk/download/pdf/304907458.pdf

Magsi, H. B., San Ong, T., Ho, J. A., & Hassan, A. F. S. (2018). Organizational culture and environmental performance. Sustainability10(8), 2690. https://search.proquest.com/openview/03bcee3855ef20740442aabf775c6f9f/1?pq-origsite=gscholar&cbl=2032327

Potoski, M., & Callery, P. J. (2018). Peer communication improves environmental employee engagement programs: Evidence from a quasi-experimental field study. Journal of Cleaner production172, 1486-1500. https://www.researchgate.net/profile/

Ivey, G. W., & Dupré, K. E. (2020). Workplace mentorship: A critical review. Journal of Career Development, 0894845320957737. https://doi.org/10.1177%2F0894845320957737