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Restyling & Truck Accessories - April '15

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restylingmag.com April 2015 | Restyling & tRuck AccessoRies 37 tivity, in turn enhancing organizational competitiveness. The Well-Being Index is calculated on a scale of zero to 100, where a score of 100 represents ideal well-being. Harvard Business School professor Teresa Amabile and researcher Steven Kramer, the authors of The Progress Principle, collected 12,000 diary entries from 238 workers in seven different companies. One-third of the workers expressed frustration, disdain or disgust, and their inner work life had an effect on their creativity, productivity, and shared responsibility. Conversely, when workers are happy, they are more likely to contribute new ideas and perform better across the board. Managers can help ensure workers are happy on the job, within the scope of their authority to aid in this achievement. By removing obstacles, providing help when needed and acknowl- edging efforts beyond the norm, the feeling that employees are making progress in meaningful work is a great motivator, according to the authors. This was followed by excitement and joy about their job, improved performance and an even better inner work life. To provide incentives that are mean- ingful to the individual, set goals that can be attained, and manage employees as they would like to be managed. Goals need to be specific, measurable, actionable, realistic, and timed. Sell this quantity in a specified time, and show their progress. Maybe the goal isn't strictly sales, but instead to introduce or demonstrate a product, if that's the activity you want to incentivize. Whatever goal you're setting, make sure they can be attained or you're pretty much guaranteed they won't be. Recognizing an individual's behavioral style will also help achieve the best results from each of them. In brief, these four styles are: • Amiable: a friendly, talkative person who accepts guidance and instruction. • Analytical: a task-oriented person who wants specificity and to understand why things are done a certain way. If you can't explain why, they won't do well. • Driven: a bottom line, no-nonsense person who wants to get things done. Strong lead- ership is required to direct them. • Expressive: This out- going person wants dis- tinction, needs compli- ments and recognition for their achievements. Adults spend more of their waking hours at work than anywhere else. Promoting workers' well being isn't just eth- ical; it makes economic sense. Fostering positive inner work lives some- times requires managers to better articu- late meaning in the work. If managers believe their mission in part is to support employees' everyday progress, inner work life within your company and our econo- my's productivity as a whole will improve.

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