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Build a culture of team spirit.

It is high time we consider giving awards to employers in appreciation of their human resources management, for expressions of gratitude

Photo of Obua Godfrey
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Approaches here are concerned with attempts to build a 'culture' of attachments and commitment between the organization and its employees.

Policies that may contribute to this strategy include:

  • rewards consistent with service (progressive salary schemes);
  • profit sharing schemes based on services;
  • fringe benefits,( for example, sickness benefits plans, extra holidays) linked to service;
  • provision of clubs, societies, etc.

Additionally attempts may be made to increase 'commitment' to the company through:

  • improved communication, expression of gratitude and employee relations programmes;
  • consultation and participation procedures;
  • employee suggestion programmes, etc.

In particular, the disclosure of company objectives, beliefs and values may certainly attract those with similar views and provide a basis for commitment and continuity of employment.

Of fundamental importance to the increased commitment of employees would be the provision of appropriate and progressive education ,training and internal development programmes linked to promotion policies that give preference to internal staff.


1. Build a culture of team spirit.

 We consider giving awards to employers in appreciation of their human resources management, for expressions of thankfulness in their work places, because of the numerous benefits to both employer and employee. This idea is created as platform for  identifying, ranking and rcoginising best human resources and business practices among employers in today's organisations' and companies' work places.

2. How it would be useful:

One of the tools that are to be effectively used to promote positive work ethics between employers and or among employees in the organisations as we have surveyed, is giving awards to employers found to be practicing more people centred human resources policies. The objectives are to identify and recognize organisations that have excelled in putting in place good human resources management policies and practices as well as encouraging other organisations to follow suit.

People centred organization management.

Using people data to create value- it is about assessing how organisations maximally benefit from systematic use of information about their employees. That is, how decisions about people in an organisation contribute directly to business outcomes. It is essentially about using human resources data to improve business practices and decisions. Gratitude in work place give an organisation a distinctive ability to take advantage of potential in a company's people that is apparently hidden as well as reveal costs regarding human resource practices that do normally get noticed. In traditional financial records, the focus is on exploiting intangible benefits while minimising value leakages.

It is important to note that integrating human resources gratitude as an initiative into the management of an organisation's people and culture, creates a company's strategic formula for success, making it possible to create a distinctive advantage for outcompeting rivals.

3. For who

Project managers, company/departmental supervisors/managers.

  • to improve personal accountability human resource;
  • employee engagement-aimed at cultivating vigor, dedication and absorption of employees as they go about their tasks;
  • Business practices- aimed at cultivating a sense of personal responsibility for work tasks.

It is important for employers to constantly do human resources audits to facilitate benchmarking and continuous improvements in the organisational performance. This will improve work ethics and productivity.

4. what type of work places

Development project implementation;

Companies operation, etc.

I have worked with a good number of people when carrying out rural development projects for over ten years now, one of the biggest downfall that lead many projects to miss deadlines, is when people do not have team spirit or not being team players. A project meant to last a few months will take over a year because people on the team are not corporative, as may be their boss did not build team spirit, the practice of people centred practices, not individuals who are self-centred.

5. how you envision.

We want to continue to assess employee experience of gratitude and working conditions throughout the region and country as a whole; develop a set of guidelines, combining and involving expert opinion and practical experience. We will use survey to collect data and with the survey findings, we shall share with various institutions, organisations/companies, employers can aspire to improve their human resources management practices and contribute towards the improvement of curriculum in higher institutions of learning. The survey will always be done in two parts; the first part is about completing a questionnaire by both management and staff. The second part is an in-depth interview with the human resource manager and the results of the interviews are for our team to analyse in detail how people are managed in each organisation. The purpose of the interview is to write a detailed report, which

.human resource could use later for purposes of adding onto what they are doing well, or to make improvements.

6.what obstacles if any

Most companies or organisations stress on the effectiveness of their group leaders and that an effective leader must ensure that the structure of the working group and its methods of operation achieve (or at least attempt to achieve) a group task, as their ideal target. We will make it clear to them that; concern for task alone will not provide an appropriate focus for the effective leader. He/she should also show a high degree of concern or 'consideration' for the people involved in the group, (from the point of view of the individual worker and of the group as a whole).Another challenge -the question of leadership style is a vexed one but there is some agreement with the view that the style practiced by the leader needs to be appropriate to the situation being managed.

It is suggested- the effective leader needs to be flexible and adaptive. He/she should have a high degree of sensitivity to the needs of the situation,( including the task, the group and the individuals involved) and be able to adapt the style of leadership to the one that is appropriate and effective. In an emergency or dangerous situation, for example, it is argued that an autocratic and positive style that does not provide for participation may well be the most appropriate and effective one. in other situations, that style could prove to be the most ineffective approach that one could imagine. Expression of gratitude- a critical measure of the appropriateness of the style may well be the degree of acceptance of the leader by the group which is best build by expression of gratitude to employees as they continue to get involved and commitments. In many work group situations the appropriate style is likely to be one in which there is an emphasis by the leader on ' relationship behaviour,' that sort of behaviour has a high degree of orientation towards such features as:

  • interpersonal relationships between the leader and individuals;
  • relationship with the group;
  • the provision of feedback;
  • supportive actions;
  • positive motivation of group members;
  • appropriate communication, expression of gratitude;
  • Recognition of individual needs and so on. It is the sort of behaviour that recognise that a participative approach is likely to be more effective than an autocratic one and that a 'people centred' style, expression of gratitude is likely, in most circumstances to produce a better result than a work centred practice.

7.how will you prototype

This project will encourage bosses to let employees know that they are always part of the weekly meetings, for example and that their ideas contribute to the reason the meetings are held. As boss, to always ensure that you approve employees' ideas that are useful, for example, in a brainstorming session. This will greatly encourage an employee to always share ideas and consult you as boss. Having a healthy relationship with your subjects or vice versa yields good results. One should show initiatives by solving problems and not creating them. Encourage the employees that the effort they put in carrying out a piece of work and commitment will be highly appreciated.

8. what immediate next steps will you take

We will organise gala dinner on selected date at a Hotel on the following concerns:

  • appreciation of best practices of human resources, introducing ideas of expression of gratitude and experiences to new companies which are not yet practicing it in  their work places;
  • work life balance( initiatives that enhance the cultural and social lives of employees support and compliment the workers' readiness and competencies to perform job tasks optimally);
  • physical and mental wellness practices for keeping an individual worker's body and mind in shape;
  • functional accountability( arrangements companies put in place to support a healthy functioning of the organisation);
  • Business partnering (human resource initiatives designed to enable a company succeed in a changing business context with specific stakeholders) and talent management. This entails initiatives for attracting developing, motivating, gratitude expressions plus retaining productivity and engaged employees.

Idea Title

People centred-promote organisations to practice gratitude in work places

How the Idea will inspire the experience and expression of gratitude within an organization.

One of the tools that are to be effectively used to promote positive work ethics between employers and or among employees in the organisations as we have surveyed, is giving awards to employers found to be practicing more people centred human resources policies. The objectives are to identify and recognize organisations that have excelled in putting in place good human resources management policies and practices as well as encouraging other organisations to follow suit. People centred organization management. Using people data to create value- it is about assessing how organisations maximally benefit from systematic use of information about their employees.

Who are you innovating for?

Project managers, company/departmental supervisors/managers. • to improve personal accountability human resource; • employee engagement-aimed at cultivating vigor, dedication and absorption of employees as they go about their tasks; • business practices- aimed at cultivating a sense of personal responsibility for work tasks. It is important for employers to constantly do human resources audits to facilitate benchmarking and continuous improvements in the organisational performance.

What type of workplaces are you innovating for?

Development project implementation; Companies operation, etc. I have worked with a good number of people when carrying out rural development projects for over ten years now, one of the biggest downfall that lead many projects to miss deadlines, is when people do not have team spirit or not being team players. A project meant to last a few months will take over a year because people on the team are not corporative, as may be their boss did not build team spirit, practice of people centred

How you envision the Idea being introduced to your selected organization?

Development project implementation; Companies operation, etc. I have worked with a good number of people when carrying out rural development projects for over ten years now, one of the biggest downfall that lead many projects to miss deadlines, is when people do not have team spirit or not being team players. A project meant to last a few months will take over a year because people on the team are not corporative, as may be their boss did not build team spirit, the practice of people centred practices, not individuals who are self-centred.

What obstacles, if any, do you foresee in implementing this Idea, and how would they be overcome?

Most companies or organisations stress on the effectiveness of their group leaders and that an effective leader must ensure that the structure of the working group and its methods of operation achieve( or at least attempt to achieve) a group task, as their ideal target. We will make it clear to them that; concern for task alone will not provide an appropriate focus for the effective leader. He/she should also show a high degree of concern or 'consideration' for the people involved in the group,

How will you test and prototype your solution?

This project will encourage bosses to let employees know that they are always part of the weekly meetings, for example and that their ideas contribute to the reason the meetings are held. As boss, to always ensure that you approve employees' ideas that are useful ,for example, in a brainstorming session. This will greatly encourage an employee to always share ideas and consult you as boss. Having a healthy relationship with your subjects or vice versa yields good results.

What immediate next steps will you take if you receive an implementation grant.

We will organise gala dinner on selected date at an Hotel on the following concerns: • appreciation of best practices of human resources, introducing ideas of expression of gratitude and experiences to new companies which are not yet practicing it in their work places; • work life balance( initiatives that enhance the cultural and social lives of employees support and compliment the workers' readiness and competencies to perform job tasks optimally); • physical and mental wellness practices

At what stage of development is your Idea?

  • Research & Early Testing: You are exploring an idea, gathering inspiration and information needed to test it with real users.

Please describe from where your Idea emerged

Approaches here are concerned with attempts to build a 'culture' of attachments and commitment between the organization and its employees. Policies that may contribute to this strategy include: • rewards consistent with service (progressive salary schemes); • profit sharing schemes based on services; • fringe benefits,( for example, sickness benefits plans, extra holidays) linked to service; • provision of clubs, societies, etc. Additionally attempts may be made to increase 'commitment'

Tell us about yourself

Experienced manager in rural development projects; Consultant in: human resource management, professional development, recruitment, training and business management.

Where are you / your team located?

Northern Uganda

Please describe your legal and organizational structure

We are registered as Not-for-profit NGO

Company / Organization Name

Rural Women and Youth Coordination

Website

http://ug-LinkedIn.com/pub/godfrey-obua/64/98a/294/en

Tell us about your experience

I have been working as manager with rural development organisations for over twenty years. 1996 to date, and as a consultant for over ten years.

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Team

Expression of gratitude in the work place:
Please find some additional:
1. One of the more generalized argument from some authorities is that they demonstrate a belief, or philosophy of ‘care and concern’ by the company for their employees. They are to be seen as part of the culture of the enterprise, that is, not one in which people are just staff members drawing wages for hours worked, but one in which they draw benefits, and their services and commitments are approved and expressed by thankfulness.
2. A more commonplace argument similar to the above is that such approval or thankfulness expressed openly, make provision for the needs that people have in employment. The need for ’security’ for example, was one that was early recognized by some employers and that the provision of medical and health services, financial assistance, free or subsidized accommodation, and others, become part of the package provided that are tangible, but the intangible, like the, ‘expression of thankfulness’ have to go hand in hand to build confidence and commitment of employees to the company.
3. A frequent argument put forward in favour of such expression and experience, is that, they act as attraction to prospective employees. They are seen, it is argued, as an important component of the total reward package besides the tangible, by those in the labour market. For some they may be more important than additional increments in the pay, besides, free or subsidized housing or a high quality car may be others forms of approval or thankfulness and valuable, than the differential in pay offered by competing employers with tasks centred culture. Further, it is argued, the availability of a range of attractive benefits and expression of thankfulness by the employers, clearly demonstrate the sort of employer that one is dealing with-its philosophy about the employer/employee relationship is made explicit. It gives the company competitive advantage in attracting good employees and this may be doubly true when Human Resource Managers have freedom to negotiate particular packages of benefits for those whose services they wish to attract.
4. A further argument in favour of thankfulness is that they increase attachment and commitment to the organization. An employee who experiences approval and thankfulness in the work place, besides other benefits, will, it is argued, experience greater satisfactions- he will feel secure- he may have extra or overtime commitment- he may have a number of years ‘invested’ in a pension scheme-he may have participated in a share purchase scheme. He is unlikely to abandon all that for employment with another company unless similar provisions are made there. This argument may be more true where the benefits are related to length of service- the longer one serves the greater would be the loss if one moves to another employer. In addition, it is also argued by some that,’expression of thankfulness and approval of employees by their bosses,’ act as a motivator and that people work more efficiently and effectively as a consequence of them.