Rewarded rats work harder. This was the insight of psychologist B.F. Skinner had that has influenced psychology, education, and business for more than half a century.
It appears that rewarded people also work harder – if we can only figure out the right rewards, and the right timing of the rewards, and how to transfer those rewards so that there is internal motivation to continue to work in the absence of immediate rewards, etc. It turns out to be a more complicated problem than it appeared in the laboratory.
Psychologically healthy workplaces, like Mercy Health System in Janesville, WI, have tried to understand this process by thinking about what they really value and how they can effectively provide recognition to employees who reflect their values.
Here is the first thing they did right. They started by really taking a look at the most important values of the organization. Caring for the needs of people who are injured or sick or worried is an important responsibility. It is not just an interaction between doctors and patients. When a patient walks into a hospital or clinic, he or she interacts with office personnel, nurses, technicians, food service providers, and maintenance workers, among others. Each of them has an opportunity to be a caring presence for the patient. They can also be a caring presence for each other as co-workers. And it is the establishment of a caring organization that is the top value for Mercy Health System. This is what they wanted to reward.
The second thing they did right was to choose to focus on the employees who were already doing the right thing. Rather than run a publicity campaign to make people more aware of the need to care for each other, they focused on the real examples of employees who were already doing it. They knew it is possible to be this kind of caring employee because there were (many) real life examples of caring happening every day already.
The third thing they did right was that they focused on the little things as well as the big things. Hospitals have examples of heroic interventions that save lives. But the caring organization also exemplified in the an aide who spends a few extra moments holding the hand of a patient worrying about surgery tomorrow, the maintenance person who cleans up a mess without embarrassing someone who is sick and in pain, and even the person who holds the elevator for a last minute passenger. The little things, done on a daily basis, have as much, or more, impact as the heroic actions. So the little things need to be acknowledged too.
Mercy Health System established a recognition program for anyone who showed a caring action within the course of their everyday work. Anyone could be nominated for a caring action. And anyone could nominate a fellow employee for something they saw him or her do. The recognition is given in the form of a simple pin that the employee’s supervisor gives to acknowledge the caring behavior. There is no limit to the number of pins you can earn. There is apparently no limit to the number of pins you can wear either, judging by the number of employees who keep adding pins to their uniforms. The caring culture of the organization has grown through this simple program to reward behavior that aligns with the values of the hospital system.
What do you do to recognize employees who embody the values of your company?
The U.S. Department of Labor announced this morning that for the week ending June 20, 2009, the advance figures for seasonally adjusted initial unemployment claims increased to 627,000. While layoffs slowed in May, the unemployment rate has continued to increase, hitting 9.4 percent.
Using the new instant poll feature on the home page of phwa.org, we asked our visitors the following question:
Is your organization laying people off in response to the current economic crisis?
Here are the results...
While this wasn't a scientific poll, 43 percent reporting that they're seeing layoffs at work is pretty striking.
In a larger survey the American Psychological Association conducted in April as part of its public education campaign, a smaller percentage of respondents (just over 30 percent) said their employers were laying people off, but 68 percent of employed Americans reported that their employers had taken steps such as putting a freeze on hiring or wages, laying off staff, reducing work hours, benefits or pay, requiring unpaid days off or increasing work hours in the past year as a result of the weak economy.
In response, employees across the country are hunkering down, sucking it up and doing whatever it takes to keep their jobs. Many are also spending work time surfing job boards and huddling behind closed doors to share the latest office rumors. It's no wonder employees are expecting the worst -- most of them are actually seeing it happen and are worried about what's coming next.
These difficult economic times have produced a lot of uncertainty for employers and employees, alike. What are you doing to promote openness and effective two-way communication in your workplace? If you can't answer that question, you most likely have trouble brewing and when it surfaces, you won't be able to blame that on the economy.
Do you dread opening your email each morning? Trying to keep up with the demands of your inbox can be a challenge, but it shouldn’t be overwhelming. Effectively managing the time you spend on email isn’t about what’s best for everyone, it’s about finding what works for you.
Here are some tips you can try, or modify to fit your demands and preferences:
- Set aside time. Indentify two to three chunks of 10-20 minutes a day when you can focus on checking and responding to emails, preferably not first thing in the morning, which can derail productivity. This doesn’t mean it’s the only time you can look at email during the day, just that you have allotted time for dealing with it.
- Winnow daily. Whether it’s during a break, or the end of the day, an uncluttered inbox will make you feel better, so make it a goal to get rid of stuff you don’t need – it’s liberating.
- Deal with it once. We are all guilty of scanning emails and letting them sit in our inbox for far too long. Break yourself of this habit. Once you open an email, deal with it. If you can read and respond in less than two minutes, just get it over with. If you’re not sure how to respond yet – file it.
- File. File. File. Email shouldn’t linger in your inbox. Set up a filing system that works for you and use it. Don’t make the mistake of creating too many folders – it’ll just get confusing. Three to four folders will suffice. Try a variation of “Action,” “Waiting” and “Archive” folder labels.
- Simplify and code. Use the flagging, labeling and/or color-coding features of your email. Yellow can mean whatever you’d like it to mean, just keep it consistent. If you must keep email in your inbox, make sure you only keep the most recent message with the full thread, not each individual message on the same subject. You can also consider if it’s worth the time to change the subject line of emails you want to file or archive so the email content is clear, without having to skim it.
- Use the search function. If you know you can rely on the search function of your email to retrieve what you’re searching for, you’ll be less likely to over-save stuff that “might” be important in your inbox or overload your “keep just in case” folder. Google Desktop does this well if the search feature within your email doesn’t impress you much.
- Don’t miss important dates. What about an email that needs to be added to your calendar or task list? Move it right away, don’t let it sit in your inbox. It will take you less than 1 minute to do this. Just copy and paste – it doesn’t have to look pretty or have the correct formatting, just move it directly from your inbox into your calendar or task list and you can modify it later. Not sure if it’s important enough to make your calendar? If there’s a chance it might be, don’t think twice, just add it, you can always delete it, or ignore it later.
- Take a deep breath, and hit “unsubscribe.” Unsubscribe yourself from anything that’s no longer relevant to you. That golf club you belonged to 5 years ago still sending you update emails? Click unsubscribe and you’ll eliminate the unwanted mail, time it takes to delete it and the guilt that comes with knowing you’ll never keep up with it anyways.
- Divert the news. Try to get RSS of blogs, newsletters or other material that’s delivered to your inbox so you can subscribe and sort through it with your Reader instead of clogging up your inbox. Change how news comes to you. Or, create a rule that filters all news items directly to a News folder, so it never mingles with your emails (or gets lost in the mix). If you’re using Outlook, click here for how to set this up.
- Is it necessary? Before you send that email or respond (again) on the same issue, ask yourself, would a phone call or visit be quicker? Or, can I table the issue and bring it up when we meet face-to-face next week? It’s so easy to just shoot off emails, so think before you hit send – no one likes an overfilled inbox.
How do you manage your email? What tips do you have to share?
People Management just published an article Police HR ‘needs to upgrade to survive’ that warns HR departments to add value to police work or risk being budgeted out in the current economic climate.
While a police department might not be the first type of employer you think of as creating a healthy work environment, there are some law enforcement agencies that are doing just that.
In 2008, the Toronto Police Service (TPS) received the Ontario Psychological Association's provincial-level Psychologically Healthy Workplace Award for its efforts to promote employee health and well-being while enhancing organizational performance and earlier this year, TPS was presented with a Best Practices Honor from the American Psychological Association for the way it handles its selection process for promotions.
Read more about about the promotional interview process and be sure to check out the profile of TPS psychologist, Dr. Carol Vipari to learn about how TPS demonstrates its dedication to serving and protecting the members of its force and the people of Toronto.
Summer is almost here. What better time to get outside and go exploring – maybe even take a vacation.
Employees know taking time out for healthy behaviors pays dividends in the form of good physical and mental health and also boosts productivity at work, but it’s hard to make the time. When money’s tight, day trips and mini-vacations can provide much needed relief, so don’t be afraid to use your vacation time, even if it’s only in small chunks, it’s vital to recharge.
Camping is also an affordable way to get away for a few days, especially if you have kids (just don’t forget to pack essentials like bug spray and smores). First time camper? This article might alleviate some of your fears if the words “Lions and tigers and bears! Oh, my!” come to mind.
The National Park Service (NPS) just made connecting with nature easier by offering Fee-Free Weekends to more than 100 National Parks this summer. Outdoorsy and affordable – I like it!
One of my personal favorites on the list is Assateague Island National Seashore. It’s only a short drive from Washington, DC and has beautiful beaches, trails, camping and wild horses that roam around waiting for their next photo op.
And to check out some cool hiking trails in your area, check out Backpacker Magazine’s Interactive Map.
Don’t forget the sunscreen!
If you've ever broken a piece of your good china, only to find out the pattern is no longer available, you're probably familiar with Replacements, Ltd. What you may not know, however, is that the world’s largest supplier of old and new dinnerware has something even more precious than an inventory of 13 million pieces -- its employees.
With outstanding training and development opportunities, employee councils that get the workforce involved, health care benefits that are extended to same- and opposite-sex domestic partners, a bring-your-pet-to-work policy and more, Replacements, Ltd. has a strong reputation as an employer of choice.
Additionally, the company actively participates in community causes and is committed to diversity and inclusion (Replacements, Ltd. is known as a LGBT-friendly workplace and more than 25% of employees speak a language other than English).
All this has not gone unnoticed. Replacements, Ltd. is frequently recognized for its employment practices and was the American Psychological Association's 2009 Psychologically Healthy Workplace Award winner in the Medium For-Profit Category.
Check out this highlight reel from our 2009 award ceremony.
And if you think this is all touchy-feely stuff, consider this...
Replacements, Ltd.'s sales grew from $150,000 in 1981 to more than $85 million in 2007. How's that for taking care of employees and the bottom line?
In an ideal world, decisions can be made within a carefully structured chain of command. When a sales opportunity comes in, the business sends out a sales representative. When the potential customer has unusual needs, the sales representative gathers information that is shared with his manager. Key members of the organization, who look for a “good fit” within the goals and resources of the company, carefully evaluate the information. That information is relayed back to the sales representative who communicates the decision to the potential customer. This very organized, and carefully considered approach ensures that the company is focused on its goals and acting in an consistent manner. In an ideal world. One that does not exist.
In the real world, decision making is much more difficult. Decisions that are not made in a timely fashion often result in lost opportunities. And the definition of a “timely fashion” is constantly changing.
The goal of making sure that decisions are in concert with organizational goals and are consistent is a hallmark of successful companies. This may be even more important in these difficult economic times when many business leaders struggle with being so afraid to make a mistake that they may make the mistake of not acting.
In Wisconsin, one of the companies we recognized for a best practice in our Psychologically Healthy Workplace Program, Inacom, approached this problem in a unique way. The leadership of Inacom identified the core principles of the company by creating 3 brief but powerful value statements. These value statements were shared with every employee – and printed on the back of the ID badges employees wear. If the employee was faced with a decision and they could identify that the decision was in line with the core principles of the company, they were empowered to make the decision on the spot. This decision was communicated to their superior as soon as possible.
Not every decision has been flawless (that does not even happen in the ideal world scenario) but it has been extremely beneficial for the company overall. They have been able to make decisions quickly and often were able to act on opportunities before the competition as a result. The most important benefit, though, is improved relationships with their customers who have grown to trust an organization that is responsive to their needs. They make better decisions, in the real world, through engaged employees who understand the values this company holds most important.
Sometimes you have to wonder what the popular press is thinking when they run goofy stories. In the case of CNN, you have to wonder what the news organization was thinking when it created a special section called Having it all: Work-life balance. Nothing like inappropriately setting people’s expectations! In fact, a sociologist is trying to convince people that some phenomenon called “weisure” (combining work and leisure) actually exists.
In reality, “weisure” as defined by the sociologist that coined it, is nothing more than taking time out of one’s personal life to use social media and other technology to interact with work life. We’re not talking about having fun at work! We’re talking about working when we’re at home. Guess what, working at home is called telecommuting, and it doesn’t involve slacking off and playing with the kids while simultaneously getting work accomplished. It should mean that we have the flexibility to interact with work demands and non-work demands at the times when each needs attention. Hence, people should have the ability to shift more easily back and forth between work and life through the use of technology.
Yet, millions of Americans are going to be duped into believing that they are experiencing work-life balance or “weisure.” In reality, what happens all too often is that people work a full day and then engage in flexible work practices at night. This phenomenon takes away from our personal time rather than contributing to it. That is not what it means to be “Having it all,” as CNN would have us believe.
This special section also tries to convince us that we should be looking for jobs that require fewer than 40 hours per week, as if that is the gold standard for work-life balance. Newsflash CNN! Millions of people love their jobs! They actually work more than 40 hours per week, not because they have to, but because they want to. Individuals who identify with their job as a “career” or “calling” work for more than the financial support; they use work as a medium to meet personal needs, goals, and fulfillment.
Lastly, CNN provides some tips for achieving your career resolutions. These “resolutions” are in fact nothing more than effective time management skills that you can and should apply on a daily basis. Achieving career success, life success, and work-life balance success is not about time management. Sure, time management is important to ensure you get the things done that need to be done, but this does not get at the core of achieving overall work-life balance and satisfaction.
Instead of the five tips provided in the story, I would suggest that you first need to set a career resolution that isn’t about just about the work you perform. Your career resolution should be to:
- Find a field of work that interests you;
- Find a field of work that builds on your strengths;
- Find a context (an organization) that permits you to apply your strengths in a way that makes you happy;
- Prioritize your life (both work and life together); and
- Continually look for ways to add meaning to your life.
Then, on a daily basis, you can set goals, manage your time, and be a success!
I don’t know about you, but I’d rather have a job that I feel good waking up for every day (regardless of the actual number of hours I work) than one where I am paid well but am counting down the hours until I can leave!
I recently read some interesting articles on goal setting in the Academy of Management Perspectives. The first article discussed “Goals Gone Wild” and focused on all the ways that goal setting can go awry: it can kill intrinsic motivation, it can increase risk-taking behavior, it can lead to ethical problems, and a variety of other unintended outcomes. The response from the goal setting “gods” is that the research is clearly unrepresentative, and those who find problems with goal setting have “abandoned good scholarship.” Of course, their research, mostly conducted on undergraduate students in laboratories, is hardly the epitome of scientific research that translates well into real-world management settings..
Although it may sound like I am disregarding goal setting, that is not true. Goal setting does serve a purpose in certain circumstances. Engaging in an effective goal-setting process can result in greater performance, especially if mechanisms are in place to monitor goal progress and make necessary adjustments. However, goal setting is only effective when it meets the situational and individual difference constraints that exist for a particular goal.
Though goal setting researchers would like us to believe that goal setting is one of those situational forces that are so powerful as to produce universal effects (kind of like Milgram’s authority studies), the reality is that some individual differences, like one’s personality and intrinsic motivation levels, have to be considered during any sort of goal setting process. Moreover, contextual aspects such as, type of feedback, group versus individual settings, and even leadership style may affect the impact of goal-setting on performance. Interestingly, goal-setting has its weakest effects with tasks that are more complex and have no clear progress cues, which pretty much describes most real-world tasks!
The assumption that there is one right way to set goals, make progress toward goals, and successfully achieve one’s goals, seems to be a faulty assumption, especially considering the complexity of (1) the individuals involved in goal setting and (2) the context within which that goal setting occurs. We need to consider the possible alterations that may need to be made when working with employees to set goals. Remember, if you believe that there is one right way to set goals, then you will see all performance opportunities as a way to apply faulty “universal principles.” Don’t be surprised, though, when your goal setting hammer doesn’t produce the desired result on people who don’t respond well to “universal principles.”
