Sentences with phrase «as employees feel»

Underload (i.e., low levels of workload) can hamper the psychological detachment from work as employees feel apathetic, under - stimulated, frustrated and stressed, whereas overload (i.e., high levels of workload) can hamper detachment as employees feel overwhelmed, unable to cope with the stressor, exhausted and stressed (Gardner, 1986; Gardner and Cummings, 1988; Fisher, 1991; Zivnuska et al., 2002; Richter et al., 2008).

As long as your employees feel important and feel like they're thought of as being the backbone of the company and not the customer, as you would, then they're more likely to treat the customer better because they're being treated better.

And, as employees feel the autonomy, trust and care granted by their managers, they will feel they have the freedom to produce their best work.

Ultimately, the method of reporting is unimportant as long as the employees feel comfortable using it, which is not as easy as it sounds.

Not exact matches

Giving employees equity in the company can make them feel as if there's less of a divide.

Not so at RFRK, which has increased both its employee retention (in the high - turnover food - service industry, no less) and its rep as an employer of choice (the firm recently got 350 applications for an admin position) by making its people feel something very powerful: that their work matters.

As an hourly employee, I feel that I play an integral role in the company's success and that my teammates are equally as vital.&raquAs an hourly employee, I feel that I play an integral role in the company's success and that my teammates are equally as vital.&raquas vital.»

For companies committed to fostering both creativity and productivity in their office environment, leaders and office managers are faced with a challenge: How do you design an office where employees feel just as — if not more — productive as they do at home?

When first starting with a company as a new employee, it can be easy to feel overwhelmed when taking on board new practices and getting used to the processes in place.

Fellow business owner and maternity designer Rosie Pope says, «My first «real» job was as an entrepreneur, so I have always felt incredibly responsible for my own finances and also for my employees and family....

Keep tabs on your employees and celebrate their personal milestones — doing so not only makes them feel like they're a part of your corporate family, it also involves your other employees as part of a bigger collective.

If someone is producing work for your company, he or she shouldn't be a stranger to you or your business but rather feel inspired by your mission and values and feel as much a member of your team as your 9 - to - 5 employees.

Psychologists call this feeling of freedom to do your job as you see fit «autonomy» and have found in studies that not only does autonomy make employees happy, it also makes them more productive.

If they're only invited to speak on diversity, there's a danger of alienating them and other employees, as they'll begin to feel excluded as a statistic instead of included as valued members of the team.

In one of the experiments, the researchers primed some of the participants for feelings of either power or powerlessness by assigning them to roles as bosses or employees in a face - to - face mock task of solving brain - teasers.

As a customer, I felt great supporting a company that conscientiously works to reward its employees.

To ensure connectivity between our U.S. offices, we love using tools like Slack to make employees miles apart feel as though they work sitting next to each other.

Managing an ethical workplace motivates your employees as it makes them feel valued.

As a boss, you might feel the need to make sure everything goes perfectly — down to the individual steps your employees take en route to their ultimate goals.

Automated systems are especially useful because onboarding requires the involvement of multiple departments within a company, all working together to welcome and engage a new employee, to make him or her feel as comfortable as possible from Day One.

Overworking good employees is perplexing; it makes them feel as if they're being punished for great performance.

For companies like Starbucks, it's crucial that all employees feel like they are working equally as part of the larger organization.

As a person in power, your employees are unlikely to share their true feelings about you — especially the negative feedback that will help you understand your own blind spots.

I think employees felt like we tried to be as transparent as possible on the process.»

As reported, «Employees who do not feel adequately recognized are twice as likely as those who do feel adequately recognized to say they'll quit in the next year.&raquAs reported, «Employees who do not feel adequately recognized are twice as likely as those who do feel adequately recognized to say they'll quit in the next year.&raquas likely as those who do feel adequately recognized to say they'll quit in the next year.&raquas those who do feel adequately recognized to say they'll quit in the next year.»

Instead, Raz recommends assigning another employee to show your new hire around, field basic questions, make introductions, and act as a sounding board, which can go a long way toward alleviating that dreaded «fish out of water» feeling during the first weeks.

When you recognize positive businesses that embrace unique culture, your own employees feel a boost as well.

We get the feeling that Nat and Lo are truly having a blast as they learn more about their company and fellow employees, and we're happy to be along for the ride.

Employees at participating firms are surveyed on engagement (whether they feel motivated at work), performance culture (whether success is rewarded), leadership (whether executives treat their team as valued assets) and employment brand (whether they are proud to work at the company).

An «open company, no bullshit» value within the company has provided teams with access to information as quickly as possible, allowing employees to share and express their opinion without feeling they are going to get judged or pulled down.

In short, you as the boss might just want to be helpful and supportive by offering up these best practices, but nearly half the time your employees feel they know how to do their jobs better than you and feel held back by your dictates.

«I feel like we as businesses have obligations to our employees, and part of that obligation is to help everyone understand what the environment that we're operating in is like, to help everyone understand how our performance relates to that environment, and to make clear that the business is not a family.

Once HR personnel begin thinking of themselves as a chief happiness officer or even mood coordinator, it opens the door to viewing employees as people with feelings, goals and ambitions both inside and outside the office.

LET EMPLOYEES EXPERIMENT: The company tries to decentralize decision - making as much as possible, in an effort to give workers the feeling of autonomy.

Employees are naturally drawn to them, seek their advice, and feel more confident as a result.

When employees see their work is good enough to be used as a model for future work or ideal behaviors, they'll feel their effort has been noticed.

They connect with the staff at every level, which makes employees feel as though they are a part of something great.»

Employee engagement is based on an employee feeling that she matters, that she contributes, and that the people she works for and with value her as a person and an eEmployee engagement is based on an employee feeling that she matters, that she contributes, and that the people she works for and with value her as a person and an eemployee feeling that she matters, that she contributes, and that the people she works for and with value her as a person and an employeeemployee.

They step out of the way (and maybe play too much golf) as the employee sort of spirals into a place of too much self - reliance, feeling like theirs is a solo act.

This not only motivates me as an employee, but makes me feel as if I am a large contributor to the company's success and long term goals.»

When you question every incident of tardiness or absence, you set your employees up to feel as though they have to come into work even when serious circumstances are pulling them away.

This feeling of social responsibility, Li says, is the reason his company has instituted technical training as well as management training courses for its employees.

Many employees feel that ongoing educational and training opportunities are just as important as their compensation.

Both reports come as companies are feeling particularly vulnerable: In December's high - profile Operation Aurora, hackers targeted employees (and their social networks) from Google, Adobe Systems, and two dozen others, hunting for ways to infiltrate the companies» computer systems.

This mentality is gradually showing up in the workplace as businesses find a way for employees and clients to collaborate in the way they feel most comfortable.

Employees - especially those at lower levels of your organization - feel disempowered if they believe their suggestions aren't valued as highly as others» input.

When employees feel that their role is undervalued or perhaps unnecessary, it can become easy to check out mentally as work becomes mechanical and something they completely detach from as soon as the day is over.

Even if an employee was never told to drink as part of a client meeting, the employer could be held responsible if the employee states he only did so because he felt it was necessary to win the account.

Simply giving employees a pat on the back for a job well done can make them feel appreciated as well as encourage them to continue doing what they do well.

Brown admits an employee - of - the - month program seemed like the least time - consuming way to make sure his staff continued to feel appreciated as Datotel grew.