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Cross-cultural Team Building

Cross-cultural team building is now considered a necessary imperative to work by various management as organizations now visualize and want more and more diversity within their teams to get talent and a competitive edge for them. With this diversity, the usually faced challenges get even more magnified in teams such as language and cultural barriers.

It is also crucial to understand that team building should also be seen as a continual ever-evolving process that primarily focuses on the team’s work, relationships, and different processes that affect their output and relationships. This process of team building can be undertaken in four steps.

Firstly, setting goals and priorities, secondly, considering members’ roles and responsibilities with respect to the group’s assigned task, thirdly, investigating the group’s norms, processes, decision making, and communication, and finally analyzing interpersonal relationships within the group.

Running a team nowadays is a more complex endeavor than it ever was in the past due to the emergence of cross-cultural teams. Working on these challenges can be confrontational for the management. Thankfully, researchers in the past few decades worked on how to manage these culturally diverse teams, one of those researchers is Geert Hofstede. 

Cross-cultural team building and Hofstede’s model

Geert Hofstede’s cultural dimension model provides a noticeable starting point for understanding what drives people from different cultures, as he suggests five dimensions of difference. These five dimensions are power distance, masculinity vs. femininity, long-term orientation vs. short-term thinking, individualism vs. Collectivism, and uncertainty avoidance.

Hofstede’s suggestions include how we adapt our working and communication styles in a team, determining the cross-cultural team’s effectiveness. Understanding and working with these dimensions can help management to find strategies to promote cross-cultural team building within their organization and the team.

Taking the first dimension into consideration. Power distance determines how much hierarchy in the organization dominates the environment. Therefore, teammates that come from different cultures such as high power distance Japanese and low power distance Americans work together in an American city, then management needs to find ways to help the employees build better understanding between them.

One effective way to build this understanding is by organizing cultural sensitivity meetings where everyone can share their cultural background and expectations about communication and working style amongst themselves..

The next dimension of Masculinity describes how much the organization and employees follow or internalized patriarchy. Hence, for employees that predominate in this and are working with a diverse culture, then their professional and casual interactions with female teammates can lead to conflict between them. 

This can be prevented by establishing norms within the team, specifically by including everyone in the process of formation of the norms. Other than setting rules and boundaries of interactions, each team can work on other factors such as setting rules for timeliness of email replies and the structure of the team reporting that helps to build a collaborative team. But the work doesn’t only get done by setting the team norms, management also needs to check in with the team regularly to see how effective these norms were. Remember, something that may sound good in theory may not work in practice, so it’s crucial to listen to the team’s feedback.

The dimension of Individualism shows how much the employees are giving priority to themselves over the group. Hence, when employees with predominant individualism, working with Collectivistic employees can lead to friction between them as they wouldn’t want to work on a project that doesn’t directly affect them. 

To prevent and manage this issue, management needs to develop a team Identity that builds a collective feeling of working together. Well building a shared goal and common vision isn’t particularly hard, what the higher management needs to work on, is how to communicate it. Team identity can be built by highlighting commonalities between team members, hence management can encourage the team to get to know each other in a social context. Another strategy to build team identity is by helping employees understand how their work is interconnected and what could be the possible benefits of everyone in the team working together.

In the fourth and fifth dimension of Long vs. Short term thinking and Uncertainty avoidance, which shows that how much employees are flexible with ambiguity and if they prefer long-term relations over the short-term. Again, if a team has employees on different ends of the spectrum for these dimensions, the team can experience some conflicts.

Here, management can provide training to those employees who are uncomfortable with ambiguity so that they can be flexible enough for the regular changes demanded by today’s industries. For long vs. Short term thinking, management should promote activities that help to build long-term relationships within the team members that furthermore build the essential trust and respect to work together. 

Having a cross-cultural team builds opportunities for creativity, innovation, and collaboration from others of a different background. Building these teams so that employees can work effectively with each other in spite of their cultural differences, is certainly a difficult task. Hofstede’s model provides five dimensions that management can use to understand their teams and build strategies to build collaborative teams. Therefore, it’s time for organizations to start thinking of building cross-cultural teams.


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Understanding Emotions in the Workplace

Understanding emotions in the workplace are necessary to help employees to survive, thrive, getting motivated, avoiding danger, making decisions as well as build understanding to connect with themselves and others. With these many functions and continual experiences, it’ becomes obvious that they constitute an inseparable part of our lives that impact our behaviors, interactions, productivity, and decisions at the workplace.

There are both positive and negative emotions shown by the employees at the workplace, but research finds that the most common of them are the negative emotions, which include, frustration, worry, dislike, unhappiness, and anger. Researchers suggest that these negative emotions lead employees to disconnect them from their work which further affects their commitment and engagement with the organization.  

Also, these emotions are a much bigger challenge for today’s workforce as change is imperative within any and every organization. The workforce is also getting more and more diverse with people from all backgrounds and different cultures coming together to serve under one organization. To deal with all such situations thrown up by the current organizational structures, it has become all the more important to understand, control, and learn how to manage our emotions.

Furthermore, employees often work with what professionals call “emotional labor” in certain industries (such as sales, flight attendant, etc) where they are required to express only the “right” or positive emotions at the workplace and researchers have found that this can result in burnout and loss of productivity. Hence, to cope with this aspect, researchers have come up with two strategies of acting. First is the surface acting, where employees engage in a superficial display of emotion without actually feeling that emotion, and the second is deep acting, where employees actually work on to modify their emotions so that they can align with the expected emotion, a particular organization wants them to display.

A traditional viewpoint of understanding the occurrence of emotions was the intensity of events and hassles faced by the employees, but recently it has been seen that emotions at the workplace are determined by the frequency of these events that manifest which further affects the mood and attitudes of the employees. 

An effective way to learn these moods and attitudes for the eventual success of any organization is given by Weiss and Cropanzano, where they argue that specific events in the workplace that help the fulfillment of workplace goals lead to what they call as positive “affective events.”  These positive events thus help to build a long-term commitment, job satisfaction, and organizational loyalty within the employees. 

Emotional intelligence is the ability of any person to understand, manage and regulate their own as well as other’s emotions. At the workplace, this not only affects the well-being of individuals, but also the outcomes of the organization, such as conflict resolution and performance.

Hence, for the past three decades organizations are trying to build this intelligence into their employees and they have come up with two strategies to build this intelligence into the employees. First, including strategies teaching to prepare and manage employees for emotional situations, and second teaching strategies included helping others in managing their emotions. 

Understanding emotions in the workplace through the lens of leadership

Other than determining how effective the leader is managing employees and taking decisions, emotion also plays a major role in determining the relationship between leader and employees as well as the emotional climate of the organization.

Firstly, with “emotional contagion” afflicting the organization, the employees working under or with them do begin to mimic their emotions (can be seen by mimicking facial expressions, body language, and even the tone of the voice) as well as other’s emotions in the team. Given the effect of this modeling, the role of leaders becomes more crucial in managing emotions as by being a positive influence they can build a positive emotional climate in the workplace. Furthermore, leaders can use this to boost employee morale.

Secondly, how effectively they can help employees with negative effect situations, such as burnouts. Here, transformational leadership tries to understand employees as well as build positive effects on them by affirmations and other strategies that lead to optimism and increased productivity. 

Finally, leaders can also take a potential “dark side” of emotions, where they use emotions to emotionally manipulate employees to work even on weekends and even on projects that are not part of their expected roles. This can obviously result in some counterproductive behaviors such as increased turnover.

The effect of emotions at the workplace includes the well-being of employees as well as the overall effectiveness of the organization. Understanding how emotions affect the group processes and performance of the employees can help to build better strategies to manage these emotions. 


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Why personal development is important for business

Why personal development is important for business is a question that historically has been ignored or downplayed.  Nevertheless, the current competitive market demands talented employees from organizations that can provide their organizations a competitive edge over similar organizations.  Thus, organizations need to recognize that the personal development of staff is as important as the development of the business itself. 

Personal development includes activities that improve awareness, and identity, develop talents and potential, build clarity for vision, build and set aims in life to maximize human potential. Without any personal development, while working, employees can lose motivation and become unengaged, which can directly impact productivity, morale, and ultimately the organization’s goals.

Personal development, well-being, happiness and productivity

Personal development is a vital part of internal happiness for humans as personal development is closely related to our needs. Hence it helps to intrinsically motivate employees to work on their goals and build a positive attitude towards work. Even the positive perceptions of opportunities for personal development proved to be intrinsically rewarding as well as improving the well-being of the individual (Diener and Suh, 1999, Kasser and Ryan, 1996).

These perceptions furthermore may also result in increased meaningfulness of work, encouraging them to invest more cognitive and emotional resources as well as better understand their work roles in the organization (Brown and Leigh, 1996). This meaningfulness of work can also be boosted by employees to work not just for rewards or promotions, but also for the internal satisfaction of doing a good job and this further promotes their performance (Wright and Cropanzano, 2004).

A recent study also shows a strong relationship between subjective well-being(life’s satisfaction) and how much readiness a person is showing personal growth or development. Furthermore, since the readiness for personal growth serves as a predictor for overall well-being it also becomes a path to reach happiness (Anna Maria Zawadzka & Anna Szabowska-Walaszczyk, 2014).

People also develop stronger senses of job competence and autonomy when they perceive learning opportunities, inducing them to feel more enthusiastic and comfortable in the presence of the job requirements (Daniels, 2000).

Workplaces also play a key role in people’s happiness, as Gavin and Mason(2004) that: “Work by itself doesn’t necessarily make a person happy, but a person cannot be genuinely happy if he or she is unhappy at work”. Furthermore, Researchers found that promoting employees’ happiness can also help to promote individual and organizational performance.

Therefore, organizations need to invest in the tools and resources that enable them to facilitate the professional as well as the personal development of their employees. Moreover, if personal and organizational developments are integrated, organizations tend to achieve better results and employees feel more satisfied.

One of the major issues for employees is that even though current organizational practices are full of potential for learning processes, many employees are not aware of their own personal learning and development goals. They might even feel a barrier to find appropriate learning processes that will help them to lead to those personal goals.

To counter this issue, employees and organizations can use a strength intervention approach to develop personal development. 

Most personal developments in organizations use a deficit approach to identify weaknesses and work on them. A strength approach, proposed by Seligman and Peterson (2004), often works better as it works on getting positive outcomes. Those outcomes include feelings of competency, efficacy, rapid learning curves, and mastery, etc.

Similarly, positive organizational studies suggest that by putting more effort into developing people’s strengths, we can help people achieve happiness as well as making life meaningful. 

how to make employee getting ready for change

On the basis of work by Quinlan et al (2012), the strength intervention approach works in a three-step process: 

  1. Identification of strengths: 

At first, employees need to be self-aware of their current strengths. 

For this purpose, employees can either use SWOT analysis with their teammates, where they write strengths, weaknesses, opportunities, and threats that they identify for themselves, as well as for others.

The common strengths identified by both, them as well as their teammates, can be highlighted as their strongest traits. Another method to be aware of the strengths is by answering the following two questions:

  • Which experience at work made you feel most energized?
  • What could be a few individual strengths that were responsible for this experience?

  1. Developments of strengths:

The next step includes the development of strengths by employees themselves. 

For this purpose, their personal plans could be either about the general application of strengths in daily activities or about the specific use of strengths to deal with difficult tasks at work or home.

Employees can also seek help from their managers as: 

  • Managers can also fill the role of mentors to guide employee’s personal growth
  • Managers can provide them enough resources to work on their personal goals, remember the more resources they get, the better their personal goals resonate within them.

  1. Usage of strengths:

How employees use their personal development goals or skills is entirely up to them. 

What organizations can do is build a new job-skill fit that matches their current skills. In other words, an organization can help employees to use their personal skills for them. 

A task analysis can help in this, where employees are asked to decide what element of their job they want to craft in line with their strengths. This again can serve as the input for another personal plan for strengths use.

  • To strengthen the commitment of employees in their development process, ask employees to share their personal development plans with their teammates.

Personal development is a crucial aspect of life with many far‑reaching benefits. Time and resources spent on developing your and your employee’s personal development do have a good return in terms of professional growth. One of the best approaches to build this personal development is through an ‘identify and use approach’ where employees identify their strengths and build upon them. Joyup genie is the platform that helps employees to work on their personal development with an action-oriented approach. 


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How to make employee getting ready for change

In current times, understanding how to make employee getting ready for change is crucial as organizations face a number of global challenges arising from the development of new technologies, changing employee demographics, global competition, and economic changes in local or global financial and political markets. The organizations that are quick to adequately adapt to these environmental challenges get an organization’s competitive edge or advantages over others in the market. 

This adaptation is determined by how much the change gets supported by the employees and management.

Yet, research by Burns (2000) indicates that nearly 40% to 70% of change initiatives fail in an organization. These changes may often fail due to resistance from the employees.

Why do employees resist organizational change?

Factors such as uncertainty regarding the security of the position as well as uncertainty towards their future roles and responsibilities, the related loss of control as to how predictable and explainable the changes are for the employee,  fear of failure as employees fear not being able to withstand change, and disruptions in sense-making regarding how much structure and process of change makes sense to the employees are some of the biggest contributors to employee resistance.

Therefore, organizations that don’t work on these factors often find themselves in the middle of resistance from their employees.

  • Resistance is not always a bad factor, it can also be efficient for the organization as it may encourage the management to re-examine their change proposals and improve their policies

how to make employee getting ready for change

What can we do about it?

Being aware of the problem is the first step to work on it, therefore it’s important for the organization and management to be aware of the symptoms shown by employees that are resisting change.

These symptoms include sudden lack of interest in the work, absenteeism just after the introduction of change, and hostility or aggression towards change.

Researchers identified that one of the best ways to implement a change is to make it less threatening to the employees. 

For this purpose, they identified the following six conditions that organizations should work on to decrease the fear among the employees:

  1. Making change on a trial basis rather than a permanent basis. 
  2. Letting employees know that the change isreversible if it doesn’t succeed or fulfill its purpose
  3. The change will be made in small steps rather than taking a huge leap or jump
  4. The change will be somewhat familiar and consistent with the past experience of the work processes.
  5. The change will be well fit with the organization’s current direction,  and aligns with the goals of the organization
  6.  The change will be built on the prior commitments or projects of the organization.

Kurt Lewin’s three stages to change: 

Kurt Lewin proposed a three-stage model of change in the 1950s that still works today. He proposed that how an individual responds to a change is determined by the group he is part of. Therefore, to increase the efficiency of the change, the group must be considered during the process of the change.  

He suggested that an effective change process has three following stages:

  1. Unfreeze:

In the first step of the process, unfreezing means casting aside existing rigid attitudes and value systems, or organizational structures so that new ones can be learned.

This includes:

  • Understanding why change is necessary for the organization.
  • Marketing an irresistible message of why this change is important.
  • Communicating how the existing attitudes are causing hindrance in the change process.

  1. Change:

The next step is the change implementation and here it gets tricky. There is no guarantee that the change will work hence, the organization and management need to be prepared with a few possible change plans and options. 

This includes: 

  • Sharing information on multiple levels of hierarchy in the organization.
  • Answering doubts, questions, and misunderstandings of the employees.
  • Promoting managers to take weekly small steps towards change.
  • Defining a vision and motivation behind the change that gets communicated by leaders of the organization.
  • Increasing the morale of employees for change.

  1. Refreeze: 

The final step is to sustain the change implemented in the previous step. This is crucial because without appropriate steps of sustaining new changes the old behaviors might come back.

This includes:

  • Tying the new changes into the culture by introducing specific smaller changes with the major changes that employees do want to change themselves.
  • Creating a reward system to sustain changes for a long period of time.
  • Offering training, support, and communication for both formal and informal methods to help employees learn the necessary skills to align themselves with the upgrades of the changes. 
  • Celebrate the success of change with all of the workforces.

Change is necessary for any organization to grow and survive in the current period of time and understanding why and how employees resist this change can create a window to build strategies to implement change effectively in an organization. For this purpose, Kurt Lewin’s model proved itself to be an efficient way to build change focusing on both individual and organizational factors.


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Importance of Collaboration at the Workplace

What is Collaborative Culture?

Collaboration is the basis for the workplace. It is the way employees are making decisions, accomplish tasks, solve problems and create innovations. In this article, you will learn about the importance of collaboration at the workplace.

Importance of Collaboration at the Workplace

We usually understand collaboration as a group of people working on a project together.  However, true collaboration is more than just that. Collaboration is actually a process governed by a set of norms and behaviors. This maximizes all individuals or employees’ contribution within the group or team. This allows employees with different perspectives to come together and constructively explore their differences. This further helps employees to search for specific solutions that go beyond their own limited visions and beliefs, and help improve organizational work quality and decision-making process.

Why Teamwork and Collaboration in Workplace Matters?

Collaborative culture is a highly effective tool that helps to collectively explore ideas from all the members or employees to generate solutions that extend beyond the limited vision or knowledge of a single person.

Research from Institute for Corporate Productivity (i4cp) found that organizations promoting collaborative working are 5 times more likely to be better performing and productive than organizations that don’t. Further research found that collaboration improves employee morale, retention, and gives a competitive advantage to the organization. There are many other benefits of collaboration in the workplace.

How is Collaboration Different From Cooperation?

Here, collaboration should not be confused with cooperation. Cooperation involves individuals working for themselves and sharing those plans with others. Hence, the focus is on individual actions and achievement rather than on a collective strategy. Whereas, through collaboration, organizational goals are prioritized over individual plans and goals.

How To Create A Culture of Collaboration At The Workplace?

Collaborative culture can be enhanced in organization through following approaches: 

  1. Executive support: Teams do especially well when executives themselves support collaborative behavior.

This leads to a “gift culture”. Here, the gift does not mean physical gifts, it means the valuable interactions employees have with their leaders and colleagues. Executives can also model collaborative behavior themselves that further promotes it within the employees. One effective way to do this is through more participation of executives in team meetings.

  1. HR practices: Research from the Cooperative Research Project of London Business School found that there are two practices that improve team performance and collaboration.

Those two practices are: 

  • Training in skills related to collaborative behavior:  Sometimes employees want to collaborate but they don’t know how to. In such cases, HR can help them build collaboration by providing them adequate training. A few skills that could be covered in training include appreciating others, engaging in purposeful discussions, and innovatively resolving conflicts.

  • Support for informal community building: HR can build collaboration by sponsoring group events and activities. Those activities might include women’s networks, weekend dinners, and sports coaching, or creating policies and strategies that promote them.

  1. Team leader: A leader can foster collaboration by building a task-relationship leadership.

A leader should also know when to change this style depending on the need of the project. To enhance relationship skills, managers can ask employees to describe their peer network. They also must provide examples of how they’ve used relationship-building to get things done. To enhance task skills, managers can make clear goals and plans, and help to clarify the responsibilities of employees.

  • Read more about the leader’s role in the collaboration process.

  1. Enhancing the structure of the team: Makeup and structure of the team itself affect the collaboration process.

how to make employee getting ready for change

The same research from the Cooperative Research Project of London Business School found that building ‘heritage relationships’ does lead to a collaborative culture. Hence, newly built teams need to spend a good time together before making decisions that need more open criticism and feedback from each other.

Furthermore, research suggests collaboration increases when team members have clearly understood their roles and responsibilities.

A collaborative culture is a continuous process that helps the organization’s work by allowing employees with different perspectives to come together and constructively explore their differences. There are four approaches that collectively help to enhance collaboration at the workplace, those are, HR practices, executive support, team leader and enhancing the structure of the team.

3 Ways Leadership and Collaboration Build a Better workplace

Leadership and collaboration have proven to be a keystone for building supportive, collaborative cultures within the workplace. This largely depends on how leaders facilitate their beliefs, values, and assumptions in the core of their organization.  This also depends on how much the leader can allocate resources for the building of collaborative processes.

There are a great number of roles leaders play but here we will focus on three of them.  These are the following:

  1. Building team identity

A team includes team members who use the social relationships they make in a team to get the work done.

Therefore, it’s the leader’s role to build a team’s self-image that reflects collaboration.

To improve this awareness, a leader can ask themselves the following questions: 

  • What metaphors, values and symbols guide how people interact with one another at the workplace? 
  • How can I get a better picture of the employee’s network and communication with each other?
  • How do the employees think about their team’s and organization’s purpose? 
  • What role, if any, will power and politics play in this team and between this team and the larger organization?

Once aware of the team identity, a leader’s role is to think about what styles, behaviors, and technical tools will support creating the desired collaborative culture.

  1. Establishing collaboration coordinator

One of the key roles of a leader is to facilitate collaboration by making someone a collaboration coordinator. The coordinator can:

  • Find different opportunities in the organisation where better collaboration would make a difference to the quality of products and services
  • Use their ability to use a diversity of ideas and approaches to ferret out good collaboration practices and tools
  • Help to clear the ideas and communication so that new collaborations can prove to be successful
  • And help people to learn and adopt collaboration practices and tools.

It’s a tricky process to decide who should be this coordinator as the leader comes with their own biases

Effective way leaders can take to improve this situation is by reducing the workload of employees that take this role and giving some kind of autonomy to them.

4 Effective Ways to Prepare Yourself for the Promotion at the Workplace

Furthermore, collaboration coordinator can take specific steps to improve collaboration at the workplace, such as:

  1. Identifying the areas where collaboration is weak within employees: This can be done with the help of data gathering techniques such as open ended group discussions and survey questionnaires such as collaborative culture questionnaire (CCQ).

  1. Building specific ideas and approaches to ensure collaborative culture: This includes coming up with specific group discussions that lead to as well as finding specific platforms that help to increase collaboration such as flowdock, slack, and gotomeetings. 

  1. Identifying some collaborative supporters: The collaboration coordinator can not possibly do everything alone, so they need to gather a group of supporters to help and facilitate the changes. 

  1. Implementing the techniques: Before implementing any technique, it’s crucial to seek advice from employees. 

Hence, try to discuss them and make changes before implementing any major decision to improve collaboration. 

  1. Remembering that it is a process: As collaborative culture is a never ending process within an organization, it does not end, hence, collaborative coordinators have to keep putting practices and techniques that get better after each evaluation and further help in building collaboration.

Leaders also determine how much resources they gave to the collaborative processes and coordinator. Hence, a good amount of resources can make all the difference.

3. Recruiting and promoting collaborative people: 

In today’s world degrees and experience are not the only factors organizations consider before recruiting an employee. And leaders can build collaboration by recruiting learners and collaborators. 

Two factors that must be considered before recruitment are “how do organization and recruiters measure ‘collaborativeness’?” and “what should be the right balance of encouraging individual employee and/or group behaviours?”

Bonus tip: As a “do not criticize” kind of brainstorming can lead to “groupthink” and can be counterproductive when it comes to collaboration, leaders and organizations should encourage debate within and between groups of employees while setting up healthy boundaries.

Leadership has proven to be a keystone for building and supporting a collaborative culture within the workplace. Building the team identity that supports collaboration, recruiting employees that have a predisposition to collaborate, appointing and allocating resources for collaboration coordinator. 


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Top 5 Effective Ways To Boost Employee Morale

Employee morale can be simply understood as to how positive and supportive an employee or group of employees feels toward their organization. Here, we will focus on 5 simple ways to boost employee morale.

It can be seen through the special feelings employees share with others, such as trust, self-worth, purpose, pride, and faith in leadership, organizational success, increase employee morale and performance.

Research finds that a number of factors affect employee morale including, relationships with fellow workers, communication, team spirit, work, pay, promotion, working conditions, leaves and holidays sanctioned, management, and freedom to talk freely.

In short, employee morale is influenced by job satisfaction and the perception of employees about their job. 

Why Boosting Employees Morale At Work is Important?

Firstly, It helps to increase the job satisfaction and productivity of the employee. When employees enjoy their work environment, they try to push themselves to become efficient. 

Secondly, having positive morale helps to create a positive attitude among employees. This furthermore, helps to attain organizational commitment and goals, hence morale determines the performance of employees as well as the performance of the organization.

Thirdly, It helps the organization to reduce the cost of turnover and absences increased by employees to reduce stress.  

And lastly, having higher morale also works as a competitive edge of an organization as employees with higher morale prove themselves to be resilient even in the most stressful and uncertain period of the organization.

What Reduces This Morale At The Workplace?

A critical number of internal factors within an organization affect the morale of employees in negative ways, major of them is lack of clarity in the role, lack of personal growth, leadership problems, miscommunication, and conflicts with coworkers.

These factors if not taken seriously can lead to a decrease in employee engagement and eventually an increased turnover rate

Top 5 Ways To Boost Employee Morale and Motivation

  1. Effective communication: 

Communication is one of the most powerful ways to build as well as keeping employee morale high. 

To do this, managers can have one-on-one conversations with employees from time to time.

By this communication, they not only discuss work but also try to understand the feelings of employees by asking questions such as: 

  • How are you feeling about your job/manager/work/teammates?
  • Are you facing any challenges lately? How can I help you?
  • Are you happy at work? How can I help you?

  1. Training and appraisal to employees: 

Organizations can provide on-the-job training opportunities to boost their skills and performance. 

Managers play a key role here as they help to identify individual needs and goals using a performance management system.

            With this system, employees can get sound appraisals in return for their hard work.

  1. Training for managers to become better coaches:

Managers can help employees to increase their morale by creating job descriptions that align with their passions.

Again, communication is the key here to successfully identify the needs and passion that actually help boost morale rather than only increasing productivity

Effective managers not only seek to increase productivity, but they seek to discover the hidden talents of employees.

  1. Appreciate your employees: 

Appreciation and gratitude are some of the quickest ways to boost morale in the workplace. 

By sending a quick note of ‘thank you’ or ‘well done after a meeting or showing appreciation 

What makes this even more effective is that appreciation and gratitude are contagious in nature, meaning they help to build an environment where employees can openly show gratitude to anyone.

  1. Opportunities to socialize and having fun:

As much as being serious is important at work, having regular breaks and opportunities to have fun is also important.

Through common celebrations, teams share common goals, which lead to increased trust and communication within employees. 

Management should promote the gathering and team-building exercises from time to time.

Management can also encourage participation from everyone in these social events by allowing them to choose how they want to participate. 

Employee morale is a crucial factor that determines employee engagement and satisfaction. It is highly dependent on how employee’s feel about their work, their managers, and teammates. Hence, management can take specific steps to increase this morale to benefit the employee as well as the organization.


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