Six critical ingredients in creating an effective workplace.

Abstract

Using a nationally representative sample of data collected from waged and salaried employees in the United States (n = 2810) by the 2002 National Study of the Changing Workforce (NSCW), we evaluate workplace flexibility as another critical ingredient in creating an effective workplace. The study examined the bivariate relationships between six factors of workplace effectiveness and three job outcomes (job engagement, job satisfaction, employee retention) and one employee outcome (mental health). It also examined the relationship between a composite measure of overall workplace effectiveness and the four outcomes. Results indicated that all six aspects of workplace effectiveness and the composite measure of overall workplace effectiveness were strongly and positively related to job engagement, job satisfaction, and employee retention. They were also positively, but more modestly, related to employee mental health.It is more challenging than ever to manage effectively-to recruit top talent, to engage and retain this talent, and to maximize productivity-in the face of fierce competition, more complicated jobs, and changing workforce demographics. Growing numbers of employers are managing quite differently than they did only two decades ago as they attempt to create workplaces in which employees can work more effectively. These efforts have led researchers and management consultants to explore workplace factors that are essential to effective workplaces.Correspondence should be sent to Jenet I.

The relationship between employees’ experience of performance management and work engagement within a South African organisation

“…These results suggest that employees who work in an environment o f empowerment and trust, experience their m anagers as supportive o f them and their careers, who receive regular feedback and recognition, and who understands how their goals fit in with the overall strategy o f the organisation, report higher levels o f energy and mental resilience at work, a stronger involvement in their work, a sense of significance and pride, and are also more likely to concen trate fully on and be engrossed in their work. The results o f the study are aligned with those obtained in previous research that found positive relationships between the performance management activities of employee develop ment (Jacob et al, 2008;Mone & London, 2010;Schaufeli & Salanova, 2007), feedback and recognition (Mone & London, 2010;Schaufeli & Salanova, 2007), goal setting (Gruman & Saks, 2011;Macey et al, 2009;Mone & London, 2010) coaching (Macey et al, 2009;Mone & London, 2010) and engagement.…”

Making sense of women as career self‐agents: Implications for human resource development

“…Our findings are consistent with other scholars' findings (Galinsky et al, 2002;Jacob et al, 2008;Rogier & Padgett, 2004;Sullivan & Mainiero, 2007): Organizations clearly benefit by offering FWAs that enable women to act as career self-agents. From highest to lowest return, organizations benefit by fostering a workforce that is more "willing to go the extra mile," translating into greater productivity, and employees who are more "loyal in remaining at the organization," translating into higher retention.…”

“…AT&T garnered $150 million in extra hours of productive work from telecommuting workers (Bednarz, 2005). Jacob, Bond, Galinsky, and Hill (2008) considered the benefits of improved job engagement and mental health, and decreased health care costs, suggesting that organizations "consider new options for flexibility not as 'perks' to accommodate employee needs, but as strategic management tools that can improve business performance" (p. 158). To capture those benefits, Sullivan and Mainiero (2007) provided an extensive list of policies for organizations to implement.…”

“…HRD must convince senior leaders to prepare now for the eventual return to growth and competition for talent. To attract and retain that talent, it is necessary to move from a culture that forces individuals to negotiate one-on-one for flexibility to a culture of flexibility available to all (Gregory & Milner, 2008;Jacob et al, 2008;Kossek & Ernst, 2008). By doing so, individuals acting as career self-agents avoid the penalties of acting outside the cultural norm of 24/7 face time and availability, and organizations reap the many benefits of productivity and commitment.…”

An Analysis of Supervisor Support of Policies on Workplace Flexibility

“…Conversely, when workers experience difficulties in managing their lives effectively because of inflexible work arrangements, work suffers and the risk for turnover increases (Jacob, Bond, Galinsky, & Hill, 2008). Thus, in offering flexible work options to their workers, employers indirectly achieve their organizational goals .…”