The textbook refers to how employees respond to "The Human Touch" - feeling that they matter and are bringing something valuable to the organization. If the employees feel that they are important in the management's eyes, they are more motivated to do their job and the organization benefits as whole. The example given in the book is that of a hospital that greatly improved after the CEO treated people with a more human touch.
Treating people as valuable is an important part of leadership, and it stretches beyond only the employees to one's customers and colleagues - and in fact any human being (!). I remember reading about the patient who left everything in his will to only one doctor among many who treated him - because that doctor not only treated and cured his patients, but he also comforted them with compassionate words.
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5 comments:
You made a very interesting point. I think even though humans grow up there are some things that can never change. Such as when a child does his homework, he wants to be appreciated by his parents and that appreciation acts as a motivation for that to do well at school and do his homework everyday. And the story of the patient leaving everything in his will to his doctor is very
I agree 100%. I will go one step further and say, “treating people as valuable is an important part of good leadership.” I think it important to make this distinction because there are good leaders and there are bad leaders. All of the good leaders in my life who inspired me have had this quality – the human touch.
By doing so, the leader not only recognizes their employee’s hard work, but they are also setting the standard. If employees know that they are noticed for doing good work, they will be motivated to perform better because they know what to expect – more recognition.
I absolutely agree that the recognition that an employee receives from management is so important to the work that they do. I have written about my last job so many times but again I will speak to it. At that job my boss always put me down and said that the work that I did and ideas that I had were stupid. Or if she would take credit for the work that I did and not recognize my part in the success of it at all but if there was a problem with it then it was all on me and it was my idea and my fault. It got to the point where I did not even want to work hard on anything anymore because I knew it would not be appreciated. This is not my work ethic at all so I did still do my best knowing that it would be put down or “stolen” from me. At my new job they are so conscious of recognizing the work that we do and how it contributes to the goals of the organization. Because of this I find so much more joy in my job and I believe that I truly work 10X harder because I know at the end of the day it will come back down on me whether it is good or bad. I feel accountable to management for my work and therefore I want to work hard to do an amazing job.
Making people feel a sense of belonging is the key to motivation in most cases. An employee who feels that he/she belongs to the organization he/she works for and identifies with is bound to be more productive than an employee who has no sense of identification. Once a person feels that he/she can relate and identify to what they are doing it becomes more easier to put in a lot more effort and hard work than before. If an employee feels that he is a part of the organization he will work harder to make sure that he helps the organization. Also, a friendly work place environment helps in feeling people connect to each other making work a lot more personal effort than just a money earning objective.
I agree that a feeling of importance, being assisted by the attention and recognition of management, is beneficial to the work environment and to the individual workers. There is one consideration which I would like to point out. There is a fine line, in my mind and experience, between the human touch, and the patronizing touch. If it becomes apparent in the minds of employees that they are being patronized by "positive reinforcement" and "constructive feedback" or what have you, then it will have quite the opposite effect. The tone, language, timing and delivery of the message must be considered carefully.
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