Mohammad T Islam (BSc, MBA, MEd)

Five Key Practices of High-Performing Teams: Insights and Strategies

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High-performing teams stand out due to their exceptional collaboration, communication, and shared purpose. They demonstrate distinct behaviours that not only enhance productivity but also foster trust, creativity, and engagement. According to Ron Friedman (2021) in the Harvard Business Review, these teams operate differently because they understand that success is built on strong relationships, authentic communication, and purposeful interactions. By focusing on a few deliberate practices, high-performing teams achieve better results, enjoy higher satisfaction, and develop resilience in the face of challenges. This article explores five essential behaviours that characterise high-performing teams — preference for phone calls over digital communication, strategic meeting management, investment in personal relationships, frequent appreciation and recognition, and authenticity and emotional expression — supported by contemporary research, real-world examples, and leadership insights. 1.0 Preference for Phone Calls Over Digital Communication One of the most striking habits of high-performing teams is their preference for phone calls over text-based communication. Research by Friedman (2021) indicates that high-performing teams make up to 66% more phone calls than average teams. This behaviour may seem counterintuitive in a digital age dominated by instant messaging and email, but it reflects an understanding of the limitations of written communication. Phone conversations offer immediacy, warmth, and emotional connection. Unlike written communication, which can be misinterpreted due to lack of tone or context, verbal interactions allow participants to clarify misunderstandings quickly and express empathy through voice cues. Mehrabian’s (1971) communication model** highlights that only 7% of meaning in communication comes from words, while 38% stems from tone and 55% from body language. Although phone calls lack body language, tone still conveys emotional nuances that strengthen relationships and understanding. In practical terms, many remote and hybrid teams have rediscovered the importance of voice communication. For instance, during the COVID-19 pandemic, teams that relied on phone or video calls reported higher psychological safety and connection than those that communicated primarily via text (Leadership Today, 2024). This underscores the value of verbal interactions in maintaining human connection, especially when face-to-face meetings are limited. 2.0 Strategic Meeting Management Another hallmark of high-performing teams is their approach to meeting management. They recognise that not all meetings are productive, and excessive or poorly structured meetings can drain energy and waste time. Instead of reducing the number of meetings, high-performing teams focus on improving meeting quality. According to Leadership Today (2024), such teams conduct 39% more prework than average teams, ensuring that participants arrive prepared. They begin meetings with check-ins — short updates or personal reflections that promote connection and engagement. This practice not only humanises interactions but also sets a collaborative tone. Meetings are structured around clear agendas and outcomes, ensuring alignment between participants and preventing scope creep. This approach reflects Drucker’s (2007) principle of time effectiveness: “There is nothing so useless as doing efficiently what should not be done at all.” By ensuring that meetings are purposeful, inclusive, and results-driven, teams make better decisions and foster shared ownership of outcomes. For example, in companies like Atlassian and Microsoft, meeting effectiveness frameworks are used to promote accountability — participants leave each meeting with assigned actions, timelines, and metrics. This disciplined yet human-centred approach contributes to both efficiency and engagement, ensuring that team time is spent meaningfully. 3.0 Investing in Personal Relationships High-performing teams understand that strong relationships underpin strong performance. They invest in personal connections by engaging in conversations beyond work tasks, discussing interests, families, and life experiences. According to Widdowson and Barbour (2021), these interactions foster trust, empathy, and belonging — essential components of a supportive team culture. This behaviour aligns with Maslow’s (1943) Hierarchy of Needs, which suggests that a sense of belonging is foundational to motivation and performance. When individuals feel valued as people, not just employees, they are more likely to contribute enthusiastically and collaborate effectively. For instance, Google’s Project Aristotle, a landmark study on team performance, found that psychological safety and interpersonal trust were the strongest predictors of team success. Teams that built relationships outside formal work settings — through social events, informal chats, and mutual support — demonstrated higher innovation and satisfaction levels. Simple actions like team lunches, informal coffee chats, or celebrating birthdays help humanise work relationships. These activities transform groups of individuals into cohesive communities that work together toward shared goals. Ultimately, the emotional bonds formed through genuine connection enhance both resilience and collaboration under pressure. 4.0 Frequent Appreciation and Recognition Appreciation and recognition are powerful motivators, and high-performing teams excel at expressing them frequently and sincerely. Research by Widdowson and Barbour (2021) shows that appreciation is not limited to formal rewards but includes informal expressions of gratitude and encouragement. When team members feel seen and valued, they are more engaged, loyal, and productive. Recognition reinforces positive behaviours, boosting morale and strengthening the team’s sense of purpose. According to Herzberg’s (1968) Two-Factor Theory, recognition is one of the most significant motivators in the workplace, enhancing job satisfaction and reducing turnover. Modern organisations such as Salesforce and Deloitte have institutionalised peer recognition systems, enabling employees to acknowledge one another’s contributions in real time. These gestures create a ripple effect of goodwill and support, sustaining a culture of respect and motivation. Moreover, appreciation fosters reciprocity and cooperation. When individuals receive recognition, they are more inclined to extend support and encouragement to others. In essence, a culture of appreciation cultivates psychological safety, making teams more cohesive and engaged. 5.0 Authenticity and Emotional Expression Authenticity is at the heart of trust and effective teamwork. High-performing teams encourage members to express genuine emotions, including frustration or disappointment, without fear of judgement. According to Leadership Today (2022), authenticity fosters emotional openness, allowing teams to address challenges directly and constructively. When individuals feel safe to be themselves, creativity and innovation thrive. Research by Edmondson (2019) on psychological safety demonstrates that teams where members can speak openly about mistakes or concerns are more adaptive and resilient. Suppressing emotions, on the other hand, leads to disengagement and burnout. A case in point is the leadership approach of Satya Nadella, CEO of Microsoft, … Read more

Understanding Austerity: Definition, History, Mechanics, Impact, and Example Case Study

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Austerity, a term frequently invoked in economic and political discourse, refers to stringent economic policies aimed at reducing government budget deficits through spending cuts, tax increases, or a combination of both. This policy approach, often adopted during periods of economic distress, has been a subject of significant debate among economists, policymakers, and the public. Historical Context and Rationale The concept of austerity is not new. It gained prominence during the Great Depression of the 1930s and was later employed extensively during the debt crises of the 1980s in Latin America and the 1990s in Asia. More recently, it has been a pivotal strategy in the Eurozone crisis following the 2008 global financial meltdown. The rationale behind austerity is rooted in the belief that reducing fiscal deficits and public debt can restore economic stability and foster long-term growth. This perspective is grounded in classical economic theories that advocate for limited government intervention and emphasize the importance of maintaining fiscal discipline (Blanchard et al., 2013). The Mechanics of Austerity Austerity measures typically involve reducing public expenditure on social services, education, and healthcare, alongside increasing taxes. These policies aim to reduce government borrowing and improve fiscal balance. For instance, in Greece, severe austerity measures were implemented as a condition for receiving bailout funds from the International Monetary Fund (IMF) and the European Union (EU). These measures included substantial cuts to pensions, salaries, and public sector jobs, as well as tax hikes (Kentikelenis et al., 2014). Economic and Social Impacts The impacts of austerity are multifaceted and often contentious. Proponents argue that austerity is necessary to curb excessive government debt and avoid the economic instability that can arise from unchecked fiscal deficits. They contend that austerity can lead to increased investor confidence, lower interest rates, and eventually, economic recovery (Alesina & Ardagna, 2010). However, critics highlight the adverse effects of austerity, particularly on vulnerable populations. Austerity measures can lead to higher unemployment, reduced social services, and increased poverty. In the UK, for example, austerity policies implemented in the aftermath of the 2008 financial crisis have been linked to a rise in food bank usage and child poverty rates (Loopstra et al., 2015). Furthermore, austerity can exacerbate economic downturns by reducing aggregate demand, leading to a vicious cycle of economic contraction and fiscal tightening (Blyth, 2013). Austerity in the UK: A Case Study The UK provides a pertinent example of the implementation and consequences of austerity. Following the 2010 general election, the Conservative-led government introduced a series of austerity measures aimed at reducing the fiscal deficit. These included significant cuts to public spending, particularly in welfare, education, and local government funding. According to Taylor-Gooby (2012), these policies were justified on the grounds of reducing the national debt and restoring economic stability. The social repercussions of these policies have been profound. Research by Alston (2018) indicates that austerity has contributed to increased levels of poverty and inequality in the UK. Public services have been strained, with reductions in funding for local councils leading to cuts in social care and other essential services. Moreover, the reduction in welfare benefits has disproportionately affected low-income households, exacerbating economic inequality. Austerity remains a contentious and polarising policy approach. While its proponents argue for the necessity of fiscal discipline and the long-term benefits of reduced debt, critics point to the immediate and often severe social costs. The experiences of countries like Greece and the UK illustrate the complex and often painful trade-offs involved in implementing austerity measures. As policymakers navigate future economic challenges, the debate over austerity’s merits and drawbacks will undoubtedly continue. References Alesina, A., & Ardagna, S. (2010) “Large Changes in Fiscal Policy: Taxes Versus Spending”. In Tax Policy and the Economy. Volume 24, pp. 35-68. University of Chicago Press. Alston, P. (2018) “Statement on Visit to the United Kingdom, By Professor Philip Alston, United Nations Special Rapporteur on Extreme Poverty and Human Rights”. United Nations. [Online]. Available at: https://www.ohchr.org/en/statements/2018/11/statement-visit-united-kingdom-professor-philip-alston-united-nations-special. [Accessed on 17 June 2024]. Blanchard, O., Dell’Ariccia, G., & Mauro, P. (2013) “Rethinking Macro Policy II: Getting Granular. IMF Staff Discussion Note”. International Monetary Fund. [Online]. Available at: https://www.imf.org/external/pubs/ft/sdn/2013/sdn1303.pdf. [Accessed on 17 June 2024]. Blyth, M. (2013) Austerity: The History of a Dangerous Idea. Oxford University Press. Kentikelenis, A., Karanikolos, M., Papanicolas, I., Basu, S., McKee, M., & Stuckler, D. (2014) “Health Effects of Financial Crisis: Omens of a Greek Tragedy”. The Lancet. 383(9918), pp. 748-753. Loopstra, R., Reeves, A., Taylor-Robinson, D., Barr, B., McKee, M., & Stuckler, D. (2015) Austerity, Sanctions, and the Rise of Food Banks in the UK. BMJ. 350, h1775. Taylor-Gooby, P. (2012) “Root and Branch Restructuring to Achieve Major Cuts: The Social Policy Programme of the 2010 UK Coalition Government”. Social Policy & Administration. 46(1), pp.61-82.

Unforgettable Leadership: The Traits that Make Leaders Memorable

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Leadership is more than a title; it represents a commitment to guide, inspire, and uplift others toward shared objectives. The impact of memorable leadership extends beyond organisational performance—it shapes a culture of respect, trust, and resilience. Leaders who leave a lasting impression possess a distinctive combination of empathy, empowerment, and integrity, influencing not only company outcomes but also the personal growth of their teams. This article explores the defining traits that make leaders unforgettable, supported by academic research, key texts, and real-world examples. 1.0 Prioritising Well-being Alongside Organisational Goals Unforgettable leaders understand that employee well-being is fundamental to organisational success. As Goleman (1995) explains in Emotional Intelligence, leaders who show empathy and concern for their teams foster trust and loyalty. When employees feel genuinely supported, their motivation and productivity rise. A culture that balances performance with well-being ensures sustained commitment. For instance, during the pandemic, organisations led by empathetic managers—such as Microsoft under Satya Nadella—reported stronger morale and engagement (Gallup, 2024). 2.0 Standing by Employees in Challenging Times Resilience and reliability in adversity are hallmarks of great leadership. Ovans (2015) notes that leaders who provide stability and reassurance during crises help reduce employee anxiety and preserve morale. Whether through flexible work options, mental health support, or consistent communication, such leaders demonstrate emotional steadiness. This not only maintains productivity but also strengthens collective trust, creating teams that remain cohesive under pressure. 3.0 Empowering Through Trust and Autonomy Effective leaders cultivate trust and autonomy, empowering employees to take ownership of their work. As Covey (2006) argues in The Speed of Trust, trust accelerates collaboration and innovation by creating an environment of psychological safety. Employees who are trusted to make decisions display higher initiative and accountability. For example, Google’s “20% time” policy—allowing employees to pursue projects of their choosing—has yielded innovations like Gmail and AdSense, illustrating how autonomy fosters creativity and engagement. 4.0 Creating Safe and Growth-Oriented Workplaces Safety—both physical and psychological—is a prerequisite for growth and innovation. Edmondson (2018), in The Fearless Organization, defines psychological safety as a climate where employees feel secure in taking risks and voicing ideas without fear of punishment. When leaders cultivate such environments, they unleash creativity and learning. A practical example is Pixar’s “Braintrust” meetings, where candid feedback is encouraged, illustrating how openness leads to superior results. 5.0 Fostering Collaboration and Mutual Respect True leadership thrives on collaboration and respect. Lencioni (2002) identifies trust and mutual respect as the foundations of effective teams. Leaders who dismantle hierarchies and encourage open dialogue foster inclusivity and innovation. Collaborative leaders, such as New Zealand’s former Prime Minister Jacinda Ardern, exemplify how inclusive communication and humility can enhance both morale and collective success. 6.0 Encouraging Continuous Learning and Growth Unforgettable leaders promote continuous learning and a growth mindset. Dweck (2006) emphasises that individuals with a growth mindset view challenges as opportunities rather than threats. Leaders who invest in training and mentorship cultivate adaptable, forward-thinking teams. Organisations like IBM and Unilever, which emphasise lifelong learning, demonstrate how developing human potential strengthens long-term competitiveness. 7.0 Showing Understanding and Forgiveness Compassionate leadership involves understanding and forgiveness. As Cameron (2008) notes in Positive Leadership, empathy and forgiveness create psychological safety, encouraging innovation through trial and error. Leaders who respond constructively to mistakes foster trust and resilience. For instance, companies like Google encourage post-project “blameless retrospectives,” treating errors as shared learning experiences rather than personal failures. 8.0 Valuing Work and Individual Contributions Recognition and appreciation are essential elements of memorable leadership. According to Gallup (2024), employee engagement and satisfaction are directly tied to the frequency and sincerity of recognition. When leaders celebrate small wins and appreciate individual effort, employees feel valued and empowered. For example, Starbucks’ recognition culture, where even frontline employees are publicly acknowledged for outstanding service, promotes a sense of belonging and pride. 9.0 Creating Opportunities for Advancement Leaders who create pathways for advancement demonstrate a long-term commitment to their teams’ success. The Society for Human Resource Management (2016) found that career development opportunities significantly enhance retention and job satisfaction. By promoting from within and offering mentorship, leaders foster loyalty and motivation. Organisations like Deloitte and PwC exemplify this by offering structured leadership development programmes, encouraging employees to envision growth within the company. 10.0 Offering Support During Tough Times Supportive leadership during adversity reflects authentic empathy. Whether providing access to mental health resources or accommodating flexible arrangements, such leaders show that they value their employees as individuals. These actions strengthen emotional bonds and organisational loyalty. As noted by Ovans (2015), emotionally intelligent leaders use compassion as a strategic tool to sustain performance under stress. 11.0 Celebrating Wins and Rewarding Efforts Recognition is a powerful motivator. Research from the American Psychological Association (2017) shows that recognition not only enhances job satisfaction but also improves performance and retention. Celebrating team milestones and individual achievements nurtures a positive workplace culture. Unforgettable leaders make celebration a consistent part of their leadership practice, reinforcing morale and collective pride. 12.0 Motivating Beyond Limits Extraordinary leaders inspire people to achieve beyond perceived limits. According to Maxwell (1998) in The 21 Irrefutable Laws of Leadership, such leaders combine vision, encouragement, and accountability to bring out the best in their teams. By setting ambitious goals while offering guidance and support, they cultivate purpose and confidence. Leaders like Nelson Mandela or Malala Yousafzai exemplify how inspirational leadership rooted in empathy can drive transformative social and organisational change. Unforgettable leaders possess a rare combination of emotional intelligence, authenticity, and empowerment. They balance organisational goals with human connection, ensuring that success is shared rather than imposed. Through empathy, trust, collaboration, and recognition, these leaders inspire others to grow beyond expectations. Their legacy is not merely measured by profits or productivity but by the lasting impact they leave on people’s hearts and minds. In every sphere—business, education, or public service—the leaders we remember are those who lead with purpose, humility, and humanity. References American Psychological Association (2017) Work and Well-being Survey. [Online]. Available at: https://www.apa.org/pubs/reports/work-well-being [Accessed 15 June 2024]. Cameron, K. S. (2008) Positive Leadership: Strategies … Read more

Organisational Culture: Key to Shaping the Organisation’s Identity and Effectiveness

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Organisational culture, a central concept in the study of organisational behaviour (OB), refers to the shared values, beliefs, norms, and assumptions that shape how employees think, feel, and behave within the workplace (Robbins & Judge, 2021). It forms the social glue that binds members together, influencing not only employee conduct and motivation but also the strategic identity and long-term effectiveness of the organisation. Foundations of Organisational Culture The prominence of organisational culture emerged in the late 20th century, particularly after scholars sought to understand why some firms outperformed others despite having access to similar resources. Schein (2010) proposed a three-level model of culture: Artefacts – visible, tangible elements such as office design, rituals, dress codes, and language. Espoused values – articulated strategies, goals, and philosophies. Basic underlying assumptions – unconscious beliefs and values deeply embedded within the organisation. This model highlights that culture goes beyond surface practices; it reflects deep-rooted assumptions that guide day-to-day behaviours, shaping how employees interpret organisational realities. Influence on Employee Behaviour and Attitudes Culture serves as a behavioural compass, signalling to employees what is acceptable and what is not. For example, a culture that values innovation and risk-taking will reward creative initiatives, whereas a culture that emphasises stability and control may discourage experimentation. Cameron and Quinn (2011) developed the Competing Values Framework (CVF), identifying four culture types: Clan culture (collaboration, trust, commitment) Adhocracy culture (innovation, risk-taking) Market culture (competition, achievement) Hierarchy culture (control, structure) Each type has a distinct influence on employee attitudes, motivation, and satisfaction. For instance, clan cultures often foster belonging and loyalty, leading to higher employee retention. Research supports the notion that positive organisational culture improves outcomes. A study by Shahid and Khalid (2024) found that cultures emphasising trust and support correlated strongly with higher employee motivation and job satisfaction. Conversely, toxic cultures marked by internal rivalry and poor communication often increase stress, absenteeism, and turnover. Organisational Identity and Culture Culture also defines an organisation’s identity, shaping how members perceive themselves and how external stakeholders perceive the company. According to Barney (1986), a strong culture that is valuable, rare, and inimitable can serve as a source of sustained competitive advantage. For instance, Google’s culture of innovation fosters creativity and attracts top talent, while Toyota’s culture of continuous improvement (Kaizen) has been essential to its manufacturing excellence. These cultural identities not only differentiate organisations in the market but also act as strategic resources that competitors find difficult to replicate. Pandey (2025) illustrates how cultural collisions in cross-cultural workplaces may threaten organisational identity if values clash. This highlights the importance of cultural alignment in multinational corporations, where blending diverse cultural identities into a cohesive whole is crucial for effectiveness. Culture and Organisational Effectiveness Organisational effectiveness is often mediated by culture. Otasowie, Aigbavboa, and Oke (2025) argue that addressing cultural gaps in organisations enhances employee efficiency and strategic performance. Similarly, Islam, Hossain, and Cabral (2025) found that leadership motivation styles were effective only when aligned with cultural values, reinforcing the idea that culture is a context within which performance is shaped. Strong cultures can enhance coordination, decision-making, and goal alignment, allowing employees to act cohesively without extensive managerial oversight. However, overly strong cultures may lead to groupthink, reducing adaptability in volatile environments (Kotter, 1996). Managing and Changing Organisational Culture While culture can be an asset, it can also become a liability when it resists necessary change. Deeply ingrained assumptions may prevent organisations from adapting to technological disruption or global competition. According to Kotter (1996), leaders play a pivotal role in managing cultural change by: Establishing a sense of urgency for change. Building a guiding coalition of cultural champions. Aligning new practices with core values. Reinforcing desired behaviours through communication and recognition. Transformational leaders, in particular, are effective at reshaping culture. Degbey and Ding (2025) argue that strengths-based leadership fosters motivation and job satisfaction by aligning employee capabilities with cultural values. Moreover, informal culture—manifested in social networks and peer norms—can either reinforce or undermine formal efforts at change (Schein, 2010). Leaders must therefore engage with both formal structures and informal networks when cultivating or reshaping culture. Organisational Culture in the Modern Context In today’s globalised and digitalised work environment, organisational culture is even more critical. Virtual teams, hybrid work models, and multicultural collaboration demand cultures that are adaptive, inclusive, and innovative. Recent literature highlights that: Inclusive cultures improve employee engagement and creativity (Kazabeyeva, 2024). Learning-oriented cultures support continuous improvement and adaptability in dynamic industries (Shakki & Rad, 2024). Sustainability-focused cultures enhance corporate reputation and align with growing social expectations (Otasowie et al., 2025). Thus, culture has evolved from being viewed as a static internal phenomenon to a dynamic and strategic enabler of organisational survival and growth. Organisational culture is more than a background element of organisational life—it is a defining force that shapes identity, behaviour, and effectiveness. By guiding employee behaviour, reinforcing organisational identity, and influencing strategic outcomes, culture acts as both a performance driver and a competitive differentiator. A strong, positive culture enhances motivation, job satisfaction, and innovation, while toxic or misaligned cultures undermine effectiveness. However, because culture is deeply embedded, managing and reshaping it requires careful leadership, alignment with strategy, and recognition of both formal and informal dynamics. In an era of rapid change, organisations that cultivate adaptive, inclusive, and innovation-oriented cultures will be better positioned to thrive. Understanding and managing organisational culture is, therefore, not merely a managerial responsibility but a strategic imperative for success. References Barney, J. B. (1986) ‘Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?’, Academy of Management Review, 11(3), pp. 656–665. Cameron, K. S. and Quinn, R. E. (2011) Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass. Degbey, W. Y. and Ding, H. (2025) ‘Strengths-Based Leadership’, in Elgar Encyclopedia of Leadership. Edward Elgar. Islam, M. N., Hossain, S. F. A. and Cabral, P. M. F. (2025) ‘Motivation styles of leaders and organizational performance’, Frontiers in Organizational Psychology, 10, pp. 1–15. Kazabeyeva, V. (2024) ‘The essence and definition of corporate culture in modern … Read more

Organisational Structure: Crucial for Enhancing Efficiency, Innovation, and Employee Satisfaction

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Organisational structure is a fundamental element of organisational behaviour (OB), influencing how people work, interact, and perform within organisations. It represents both the formal and informal frameworks that govern the coordination of activities, communication, authority, and decision-making processes. An effective organisational structure ensures that tasks are appropriately distributed, responsibilities are clearly defined, and resources are optimally utilised to achieve organisational objectives (Robbins & Judge, 2021). Moreover, the structure directly impacts employee motivation, performance, and satisfaction, while also shaping the organisation’s ability to innovate and adapt to environmental change (Daft, 2015). Formal and Informal Structures The formal structure refers to the official arrangement of roles, responsibilities, and authority in an organisation. This is typically represented through organisational charts and job descriptions, which clarify reporting lines and accountability (Daft, 2015). A clear formal structure facilitates efficiency by reducing ambiguity, ensuring accountability, and providing employees with a roadmap of authority and responsibility (Jones, 2013). Formalisation is especially vital in large organisations where complex coordination is required. Conversely, the informal structure emerges from social interactions, friendships, and shared norms that develop organically among employees. Informal networks often cut across hierarchical boundaries, enabling faster communication and creating an environment where employees can exchange knowledge and provide mutual support (Shagerdi, 2025). These networks can improve innovation, as employees feel more comfortable sharing ideas outside rigid formal channels (Mintzberg, 1979). However, informal structures may also create subcultures or resistance to change if misaligned with organisational goals. Hierarchy and Communication Channels Hierarchy establishes the chain of command within an organisation, clarifying who makes decisions and who executes them. A tall hierarchy provides close supervision and clear accountability but risks bureaucratic delays and reduced employee autonomy. In contrast, a flat structure promotes empowerment and faster decision-making but may create confusion about authority (Pearce & Robinson, 2011). Equally important are communication channels, which may be vertical (flowing up and down between superiors and subordinates) or horizontal (between peers at the same level). Vertical communication ensures control and direction, while horizontal communication promotes collaboration and problem-solving (Robbins & Judge, 2021). Effective communication systems reduce misunderstandings, promote coordination, and foster a culture of trust. Research shows that open communication climates positively affect both employee satisfaction and organisational performance (Hu et al., 2025). Decision-Making Processes The degree of centralisation in decision-making is a key characteristic of organisational structure. Centralised structures concentrate authority at the top, ensuring consistency and control but potentially limiting responsiveness. Conversely, decentralised structures distribute authority closer to the operational level, encouraging innovation, flexibility, and faster responses to challenges (Gulati, Mayo & Nohria, 2016). For example, start-ups often adopt decentralised structures to harness creativity and employee initiative, while large corporations may rely on centralised structures to maintain stability and risk management (Callari & Puppione, 2025). The effectiveness of decision-making structures often depends on industry dynamics, organisational size, and strategic goals. Impact on Employee Behaviour, Motivation, and Performance Organisational structure significantly shapes employee behaviour, motivation, and performance. A well-designed structure ensures alignment between individual roles and organisational objectives, thereby enhancing efficiency and reducing conflict (Robbins & Judge, 2021). When employees have clarity regarding their responsibilities and career progression, motivation and engagement increase. A flat organisational structure, for instance, promotes autonomy and empowerment, allowing employees to feel a sense of ownership over their work. This fosters job satisfaction and encourages employees to go beyond prescribed roles, boosting both innovation and performance (Pearce & Robinson, 2011). However, poorly structured organisations can create ambiguity, role conflict, and frustration, leading to reduced morale and turnover (Wickramasinghe & Balasooriya, 2025). Moreover, informal structures are particularly influential in shaping employee behaviour. Strong social networks improve trust, knowledge sharing, and team cohesion, thereby promoting higher levels of engagement and innovation (Dewi & Alviani, 2025). Informal mentoring relationships also provide career support, increasing employee satisfaction and commitment to the organisation. Organisational Structure and Innovation The design of organisational structures is critical for fostering innovation. Highly centralised and rigid structures may discourage experimentation, as employees have limited autonomy and fear punishment for mistakes. In contrast, flexible structures encourage creative problem-solving and enable faster implementation of new ideas (Sikalumbi & Abudetse, 2025). Cross-functional teams and network-based structures enhance innovation by integrating diverse perspectives and knowledge across departments (Albeshchenko et al., 2025). Research further suggests that a culture of collaboration, supported by flexible structures, enhances both innovation outputs and employee well-being (Torres, 2025). Organisational Structure and Employee Satisfaction Employee satisfaction is closely tied to how well organisational structures support employee needs for clarity, recognition, and growth. Structures that promote career development opportunities, participation in decision-making, and recognition of contributions enhance job satisfaction (Wickramasinghe & Balasooriya, 2025). Conversely, overly hierarchical structures may alienate employees, reducing motivation and increasing turnover. Studies show that employees in collaborative structures experience higher levels of satisfaction, as they feel valued for their contributions and enjoy a stronger sense of belonging (Cumar et al., 2025). In digital workplaces, flatter and more adaptive structures have been linked with greater engagement, creativity, and resilience (Dash et al., 2025). In summary, organisational structure is not merely an administrative arrangement but a critical determinant of efficiency, innovation, and employee satisfaction. Both formal and informal structures shape how employees interact, communicate, and make decisions. While hierarchy provides clarity and control, flexibility and decentralisation enhance responsiveness and creativity. Importantly, structures that balance efficiency with autonomy are most effective in motivating employees and fostering innovation. As workplaces become more dynamic, organisations must continually adapt their structures to ensure they align with strategic objectives and employee expectations. By carefully designing and managing organisational structures, leaders can create environments that enhance performance, stimulate innovation, and promote employee well-being. References Albeshchenko, O., Klochan, V. & Veits, A. (2025) Strategic imperatives of managing the development of tourism and hotel business in territorial communities of the southern region of Ukraine. International Scientific Journal of Management, Economics and Finance, 5(2), pp. 77–95. Callari, T.C. & Puppione, L. (2025) ‘Meaningful work as shaped by employee work practices in human-AI collaborative environments’, European Journal of Innovation Management. [Online]. Available at: https://www.emerald.com/ejim/article/doi/10.1108/EJIM-11-2024-1339/1275327. Cumar, M., Kidaneb, … Read more

How to Conquer Procrastination and Meet Deadlines

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Procrastination is a pervasive and often misunderstood behavioural pattern that affects students, professionals, and even high achievers. It is a voluntary delay of an intended task despite foreseeing negative consequences (Steel, 2007). This self-defeating behaviour is not merely a result of laziness or poor time management; rather, it reflects deeper psychological, emotional, and environmental factors. By understanding these underlying causes and applying evidence-based strategies, individuals can overcome procrastination, enhance productivity, and consistently meet deadlines. 1.0 Understanding Procrastination Procrastination can be viewed as a self-regulation failure, where individuals struggle to align their intentions with actions. Dr. Piers Steel (2007), in The Procrastination Equation, identifies four central variables influencing procrastination: expectancy, value, impulsiveness, and delay. For instance, when individuals doubt their ability to succeed (low expectancy) or perceive little value in a task, they are more likely to delay it. Conversely, impulsiveness—the tendency to prioritise short-term gratification—magnifies procrastination. From a psychological perspective, Ferrari, Johnson, and McCown (1995) argue that chronic procrastinators exhibit avoidance coping patterns, often using procrastination to protect their self-esteem from potential failure. Similarly, Tice and Baumeister (1997) demonstrated that procrastination provides temporary mood relief but increases long-term stress and poor performance outcomes. Neuropsychological studies also link procrastination to executive dysfunction in the prefrontal cortex, affecting planning and self-control (Sirois & Pychyl, 2013). These findings suggest procrastination is not purely a moral failing but a cognitive challenge that requires structured interventions and habitual retraining. 2.0 Strategies to Overcome Procrastination 2.1 Set Clear and Achievable Goals A common reason people procrastinate is the overwhelming nature of large, ambiguous tasks. Research by Locke and Latham (1990) in A Theory of Goal Setting and Task Performance reveals that specific, challenging goals enhance motivation and performance. Vague intentions such as “I’ll study later” often lead to avoidance, whereas precise goals like “I will summarise Chapter 3 between 2–3 p.m.” foster accountability and action. Breaking large tasks into smaller, measurable milestones provides a sense of progress and reduces anxiety. For instance, a student writing a dissertation might begin with outlining sections before drafting individual chapters. This step-by-step approach sustains momentum and focus, transforming an intimidating project into achievable portions. 2.2 Utilise Time Management Techniques Time management remains a cornerstone of anti-procrastination strategies. Alec Mackenzie and Pat Nickerson (2009), in The Time Trap, recommend prioritising tasks based on urgency and importance using the Eisenhower Matrix. This method helps individuals identify and focus on high-value activities rather than reacting to minor distractions. Another effective tool is the Pomodoro Technique, developed by Francesco Cirillo in the 1980s. This method breaks work into 25-minute intervals separated by 5-minute breaks. Research indicates this approach can enhance sustained attention and reduce cognitive fatigue (Cirillo, 2006). Digital apps such as Focus Booster and Forest have popularised this approach, allowing users to gamify productivity. Additionally, creating daily schedules, maintaining to-do lists, and designating specific workspaces contribute to consistency and discipline—two qualities essential for meeting deadlines. 2.3 Address the Psychological Aspects Many individuals procrastinate due to deeper psychological causes, including fear of failure, perfectionism, or low self-efficacy. According to Burka and Yuen (2008) in Procrastination: Why You Do It, What to Do About It Now, perfectionists delay tasks because they fear not meeting their own unrealistic standards. Similarly, people with low self-confidence may procrastinate to avoid confronting potential inadequacies. Cognitive-behavioural therapy (CBT) principles can help break this pattern. Neil Fiore (2007), in The Now Habit, introduces “unscheduling”—a method that prioritises leisure first, making work less burdensome. By integrating enjoyable activities, individuals reframe work as a positive choice rather than a punishment. Furthermore, self-compassion—treating oneself with kindness during setbacks—has been shown to reduce procrastination by decreasing anxiety (Sirois, Yang & van Eerde, 2019). Thus, overcoming procrastination often requires addressing emotional barriers alongside behavioural change. 3.0 Practical Tips for Meeting Deadlines 3.1 Create a Detailed Plan Detailed planning transforms intentions into actionable steps. Project management tools such as Gantt charts, Asana, or Trello help visualise timelines, dependencies, and milestones. According to research by Claessens et al. (2007), individuals who employ structured planning report higher productivity and lower stress levels. A detailed plan should include specific start and finish times, buffer periods for unforeseen delays, and periodic reviews to assess progress. This systematic approach instils clarity, commitment, and control—three essential qualities for deadline adherence. 3.2 Set Interim Deadlines Instead of viewing a task as one monolithic deadline, it helps to create interim goals. These smaller checkpoints generate a sense of urgency and facilitate self-monitoring. For instance, a marketing professional preparing a campaign might set internal deadlines for research, design, and client review phases. According to Ariely and Wertenbroch (2002), individuals who impose self-set deadlines perform better than those with none, provided the deadlines are binding and realistic. 3.3 Limit Distractions Distractions are among the most pervasive triggers of procrastination. In an age of smartphones and social media, attention fragmentation is a major productivity killer. Cal Newport (2016), in Deep Work, argues that cultivating the ability to focus without distraction is the new “superpower” of the digital economy. He recommends setting time blocks for uninterrupted concentration and reducing digital interruptions through techniques like website blockers and notification silencing. Creating a distraction-free environment—by decluttering, using noise-cancelling headphones, or designating specific “focus hours”—can greatly enhance work quality and output consistency. 3.4 Seek Accountability Accountability amplifies motivation through external reinforcement. Studies show that when individuals share their goals or progress with others, they are significantly more likely to complete them (Harkin et al., 2016). This can take the form of a mentor, study group, or productivity partner. Regular check-ins foster commitment and external validation, helping sustain focus even when intrinsic motivation wanes. For example, writers often join accountability groups such as NaNoWriMo (National Novel Writing Month), where members commit to specific daily writing goals and share progress publicly—turning a solitary task into a communal endeavour. Procrastination is not an incurable flaw but a habitual response to discomfort, uncertainty, and self-doubt. Through conscious effort, structured planning, and psychological insight, individuals can rewire their responses and improve time management. Setting clear goals, … Read more

Understanding Group Behaviour: The Key to Creating a Positive and Productive Work Environment

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Group behaviour is a fundamental dimension of Organisational Behaviour (OB). It focuses on how individuals act collectively when they form groups and teams, and how these dynamics influence organisational performance. Scholars such as Robbins and Judge (2021) argue that understanding group behaviour is essential for fostering collaboration, building trust, and creating a positive organisational climate. Group behaviour includes topics such as leadership, communication, conflict resolution, and teamwork, each of which plays a central role in organisational success. Formation of Groups and Teams Groups and teams are integral to modern organisations. They form either formally, when organisations establish project teams, task forces, or committees, or informally, when individuals naturally connect through shared interests and relationships (Forsyth, 2018). Both types of groups influence organisational outcomes, as formal groups drive performance objectives, while informal groups foster social support and knowledge exchange. The process of group development has been widely explained through Tuckman’s model (1965), later refined by Tuckman and Jensen (1977). This framework identifies five stages: Forming: Members establish relationships and explore group purpose. Storming: Conflicts and disagreements emerge as individuals assert their perspectives. Norming: Cohesion develops as group norms and roles are established. Performing: The group achieves synergy and focuses on achieving objectives. Adjourning: The group dissolves upon task completion. Research has shown that groups that successfully progress through these stages tend to demonstrate higher effectiveness and satisfaction (Wheelan, 2009). Managers can support this process by fostering clear goals, trust, and shared accountability. Leadership and Group Behaviour Leadership is pivotal in shaping group behaviour and performance. Effective leaders navigate groups through developmental stages, resolve conflicts, and sustain motivation. Northouse (2018) distinguishes between transformational leadership, which inspires and empowers employees, and transactional leadership, which relies on rewards and penalties. Transformational leadership has been shown to enhance group cohesion, trust, and creativity, making it particularly valuable in today’s dynamic business environment (Bass and Riggio, 2006). On the other hand, transactional leadership is effective in structured contexts requiring compliance and efficiency. Leaders also influence group norms by modelling behaviours and setting expectations. Yukl (2013) notes that leaders who provide constructive feedback, promote ethical behaviour, and empower participation foster more resilient and productive teams. Moreover, research on emotional intelligence suggests that leaders with strong self-awareness and empathy are more capable of managing group dynamics and sustaining positive climates (Zahoor, 2025). Communication in Groups Communication is the lifeblood of group functioning. It facilitates the sharing of knowledge, coordination of tasks, and resolution of problems. As Keyton (2017) explains, effective communication is crucial for developing trust, avoiding misunderstandings, and ensuring that all voices are heard. In today’s organisations, communication occurs across multiple platforms—face-to-face interactions, emails, collaborative software, and virtual meetings. Brown (2019) argues that barriers to communication, such as cultural differences, unclear messages, or lack of feedback, can undermine group performance. High-performing teams embrace practices such as active listening, open dialogue, and inclusivity. Empirical research confirms that inclusive communication enhances psychological safety, enabling employees to express ideas without fear of negative consequences (Edmondson, 2012). Conflict Resolution Conflict is inevitable in groups due to differences in personalities, goals, and values. However, the way conflict is managed determines whether it becomes destructive or constructive. Rahim (2011) emphasises that constructive conflict resolution strengthens relationships, fosters innovation, and prevents escalation. Thomas and Kilmann (2008) outline five strategies for conflict resolution: Avoiding: Withdrawing from conflict. Accommodating: Prioritising others’ needs. Competing: Pursuing one’s own objectives assertively. Compromising: Seeking a middle ground. Collaborating: Working together for mutually beneficial solutions. Collaborative approaches are most effective in sustaining group cohesion and long-term performance. In contrast, avoidance and competing strategies may undermine trust if overused (DeChurch and Marks, 2001). Managers therefore need to equip teams with conflict management skills and promote an environment of open dialogue. Teamwork and Collaboration Teamwork represents the essence of group behaviour in organisations. Kozlowski and Ilgen (2006) argue that effective teamwork requires shared responsibility, interdependence, and collective problem-solving. High-performing teams display trust, mutual respect, and a shared vision (Levi, 2015). Research demonstrates that teamwork enhances innovation, adaptability, and productivity by integrating diverse perspectives (Edmondson, 2012). For instance, Weinberger and Carter (2025) show that social networks within organisations mediate the relationship between teamwork and performance by facilitating knowledge sharing. Collaboration is particularly important in cross-functional and multicultural teams. Effective managers foster collaboration by setting collective goals, encouraging diversity of thought, and rewarding team-based outcomes (Alsalman and Chyad, 2025). In doing so, they create environments where individuals feel valued and empowered to contribute. Contemporary Perspectives on Group Behaviour Recent research has expanded traditional understandings of group behaviour by highlighting the role of soft skills, emotional intelligence, and team coaching. Bajpai (2025) notes that soft skills such as empathy, communication, and conflict resolution are critical in modern workplaces. Similarly, Bagherieh Mashadi and Azizi (2025) emphasise that team coaching enhances collective learning and adaptability. Moreover, the rise of remote and hybrid work has introduced new challenges in sustaining group cohesion and communication. Studies highlight that virtual teams require intentional strategies to build trust, maintain engagement, and prevent isolation (Gibson and Gibbs, 2006). Managers must therefore adapt leadership and communication strategies to digital contexts. Understanding group behaviour is essential for building positive and productive work environments. The study of how groups form, communicate, resolve conflict, and collaborate reveals critical insights for managers and leaders. Effective leadership fosters cohesion, communication sustains collaboration, conflict resolution prevents divisions, and teamwork drives innovation and performance. In today’s rapidly changing organisational landscape, managers must embrace inclusive leadership, foster open communication, and invest in conflict management and teamwork skills. By doing so, they can create organisational cultures that thrive on collaboration, trust, and shared success. References Alsalman, F. A. and Chyad, S. A. (2025) ‘Impact of emotional intelligence on leadership and team dynamics in agile software engineering projects’, IEEE Access. Available at: https://ieeexplore.ieee.org/abstract/document/10973058/ [Accessed 20 Aug 2025]. Bagherieh Mashadi, A. and Azizi, M. (2025) ‘Conceptualizing team coaching: from origin to evolution’, Journal of Entrepreneurship Development, 28(2). Available at: https://jed.ut.ac.ir/article_101736.html [Accessed 20 Aug 2025]. Bajpai, M. (2025) ‘Soft skills development: A crucial part of … Read more

Understanding Individual Behaviour in Organisations: Insights for Managers and Leaders

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Understanding individual behaviour is a cornerstone of the field of Organisational Behaviour (OB). It represents the micro-level of analysis, focusing on how individuals think, feel, and act within the workplace. As Robbins and Judge (2021) explain, individual behaviour encompasses psychological and behavioural dimensions such as attitudes, personality traits, motivation, perception, learning, and decision-making. Together, these elements influence how employees interact, perform, and adapt in an organisational context. For managers and leaders, leveraging insights from OB is vital to predict, manage, and enhance employee performance, job satisfaction, and overall organisational effectiveness (Gibson et al., 2011; Luthans, 2011). Attitudes and Job Satisfaction Attitudes reflect the evaluative statements employees make about aspects of their work, such as job roles, supervisors, or organisational culture. They consist of cognitive, affective, and behavioural components (McShane and Von Glinow, 2018). Positive workplace attitudes are strongly linked to job satisfaction, which is defined as the extent to which individuals feel content and fulfilled by their jobs. Empirical studies have shown that high job satisfaction contributes to lower turnover rates, improved productivity, and stronger organisational commitment (Judge and Kammeyer-Mueller, 2012). Managers influence attitudes through recognition schemes, supportive leadership, and transparent communication channels. Regular feedback and professional development opportunities strengthen employees’ sense of belonging. According to the Society for Human Resource Management (2021), employees who perceive fairness and career growth opportunities are significantly more engaged and motivated. In contrast, negative attitudes are associated with absenteeism, reduced productivity, and workplace conflict (Brief and Weiss, 2002). Personality Traits and Workplace Dynamics Personality is another critical determinant of workplace behaviour. The Big Five Personality Traits—openness, conscientiousness, extraversion, agreeableness, and emotional stability—are widely recognised predictors of workplace performance (Goldberg, 1993). For instance, individuals high in conscientiousness are reliable and organised, making them suitable for roles requiring precision. Those high in extraversion thrive in social and collaborative environments. Robbins and Judge (2021) highlight the managerial importance of understanding personality differences to ensure person–job fit. Personality assessments such as the Myers-Briggs Type Indicator (MBTI) or Big Five models can be employed during recruitment to match employees with appropriate roles. Pinder (2014) argues that aligning personality with job requirements enhances productivity, job satisfaction, and team cohesion. However, managers must also be cautious: personality diversity can bring creativity but may also lead to interpersonal conflict if not properly managed (Mount et al., 1998). Thus, fostering an inclusive climate where different traits are valued is essential. Motivation and Performance Motivation is a central driver of individual and organisational performance. Theories such as Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory provide frameworks for understanding motivational drivers. Maslow’s model posits that individuals progress through needs from physiological to self-actualisation (Verywell Mind, 2024). Herzberg distinguishes between motivators (intrinsic factors like recognition and responsibility) and hygiene factors (extrinsic conditions like pay and working conditions) (MindTools, 2024). Contemporary motivation theories, such as Self-Determination Theory (Deci and Ryan, 2000), emphasise the importance of autonomy, competence, and relatedness. Research suggests that intrinsic motivation, fuelled by meaningful work and opportunities for personal growth, leads to more sustainable performance compared to reliance on extrinsic rewards (Rynes, Gerhart and Minette, 2004). Managers should therefore adopt a contingency approach: while financial incentives remain important, they must be complemented by career development, flexible working arrangements, and recognition of individual contributions (Latham and Pinder, 2005). Perception and Organisational Justice Perception refers to the process through which individuals interpret and make sense of their environment. Since perception is inherently subjective, shaped by experiences, culture, and biases, it has significant implications for workplace behaviour (Schneider and Barbera, 2014). For instance, an employee may perceive managerial feedback as constructive criticism, while another may interpret it as unfair criticism. The concept of organisational justice—employees’ perceptions of fairness in decision-making, distribution of resources, and interpersonal treatment—is particularly important. Research demonstrates that high levels of perceived fairness enhance trust, commitment, and organisational citizenship behaviours (Colquitt et al., 2001). Conversely, perceived injustice often leads to workplace deviance and withdrawal. Managers can shape perceptions by ensuring transparent decision-making processes, providing rational explanations for policies, and treating employees with respect (SHRM, 2021). Learning and Adaptability Learning in organisations is essential for adaptability and innovation. Robbins and Judge (2021) stress the importance of continuous learning in today’s dynamic business environment. Salas et al. (2012) identify effective training, mentorship, and developmental opportunities as central to building a capable workforce. Learning theories, such as behaviourist learning (through reinforcement) and social learning theory (through modelling), help explain how employees acquire skills. Encouraging a learning culture—where employees are supported to experiment, share knowledge, and adapt—has been linked to greater innovation and organisational resilience (Argote, 2013). Managers can facilitate this by investing in training programmes, encouraging knowledge-sharing platforms, and rewarding adaptability. As technology disrupts industries, adaptability through learning becomes a strategic necessity (Luthans, 2011). Decision-Making Processes Decision-making is another critical element of individual behaviour. Employees, from frontline workers to executives, make choices that affect organisational outcomes. However, research shows that decision-making is prone to cognitive biases and heuristics, such as overconfidence or confirmation bias (Kahneman, 2011). Robbins and Judge (2021) recommend managerial strategies to improve decision-making, including structured frameworks, collaborative approaches, and diverse perspectives. Group decision-making can help mitigate biases but may also suffer from groupthink if dissenting voices are suppressed (Janis, 1982). To address this, managers should promote psychological safety, encourage debate, and provide decision-making training (Gibson et al., 2011). Understanding individual behaviour within the framework of Organisational Behaviour equips managers and leaders with tools to predict, influence, and improve employee performance and satisfaction. Attitudes, personality traits, motivation, perception, learning, and decision-making collectively shape workplace outcomes. By addressing these aspects strategically, managers can create supportive environments that enhance employee engagement, organisational justice, adaptability, and innovation. As Robbins and Judge (2021) argue, the ability to understand and manage people is not just a managerial skill but a cornerstone of sustainable organisational success in today’s competitive landscape. References Argote, L. (2013) Organizational Learning: Creating, Retaining and Transferring Knowledge. 2nd ed. Springer. Brief, A. P., & Weiss, H. M. (2002) ‘Organizational behaviour: Affect in the workplace’, Annual … Read more

Recognition and Rewards: Improving Employee Experience

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In today’s dynamic and competitive business environment, recognition and rewards have become pivotal in shaping the employee experience. Research consistently shows that when employees feel appreciated, they are more motivated, engaged, and loyal (Brun & Dugas, 2008). Organisations with strong recognition systems report higher productivity and lower turnover, making recognition not just a “nice to have”, but a strategic imperative in Human Resource Management (HRM). This article explores key strategies to develop a culture of recognition and rewards and how it can improve the employee experience and organisational performance. 1.0 Establish Clear Objectives Establishing a recognition and rewards system requires clarity of purpose. This involves: Defining measurable goals such as improving engagement, reducing absenteeism, or enhancing performance metrics (Katzenbach & Smith, 1993). Aligning the programme with organisational values and strategy. As Robbins and Judge (2019) argue, rewards that resonate with corporate culture reinforce desired behaviours and create stronger commitment. For instance, Unilever uses its “Connected 4 Growth” initiative to align rewards with innovation and customer-centric behaviours, linking incentives to strategic goals. 2.0 Design an Inclusive Programme An inclusive rewards system accounts for diversity in employee needs and motivations. Bersin (2012) suggests a comprehensive framework that includes: Manager-to-employee, peer-to-peer, and team-based recognition A variety of rewards: monetary bonuses, public acknowledgements, extra leave, learning opportunities, and career development access Gagné and Deci (2005) highlight the importance of balancing extrinsic rewards with opportunities for intrinsic motivation, such as autonomy and mastery, to sustain long-term engagement. 3.0 Implement Consistent Practices Recognition must be consistent and systematic to be effective. Allen and Helms (2002) found that irregular or unclear recognition practices lead to disengagement and perceived unfairness. Establish transparent criteria to ensure that rewards are perceived as fair and merit-based (Cameron & Pierce, 2004). Schedule regular events or platforms where recognition is standard practice—e.g., monthly town halls or internal newsletters. 4.0 Encourage Peer-to-Peer Recognition Peer recognition empowers employees to acknowledge one another’s efforts, fostering team cohesion and morale. Platforms like Bonusly and Workhuman allow employees to send public notes of thanks and assign points that can be converted into rewards. Brun and Dugas (2008) found that peer-driven systems strengthen social bonds and support a positive workplace climate, especially in team-based environments. 5.0 Train Leaders and Managers Leaders play a crucial role in shaping a culture of appreciation. Kouzes and Posner (2012) stress that leaders who recognise their team members regularly and meaningfully foster higher trust and discretionary effort. Training should include: How to give timely, specific, and authentic recognition The importance of recognising effort, not just results Encouraging public recognition while being mindful of individual preferences Yukl (2013) emphasises that leaders must model the behaviours they wish to see, and recognition is no exception. 6.0 Utilise Technology In the digital age, technology can scale and personalise recognition systems: Recognition platforms (e.g., Kudos, Nectar) automate tracking and delivery of acknowledgements. Data analytics enable HR to identify trends, spot inconsistencies, and evaluate return on investment (ROI) (Davenport & Harris, 2007). Such systems make recognition visible, trackable, and inclusive, especially in hybrid or remote teams. 7.0 Celebrate Milestones and Achievements Celebrating work anniversaries, project completions, or even personal achievements (e.g., earning a degree) builds a sense of belonging and community. Haid and Sims (2009) argue that recognising milestones humanises the workplace and strengthens the emotional contract between employer and employee. For example, Google celebrates “Noogler” (new employee) milestones with public shoutouts, reinforcing their inclusive and fun workplace identity. 8.0 Solicit Feedback An effective recognition programme must be responsive and adaptive. Regularly gathering employee feedback through surveys or focus groups helps: Ensure the system reflects employee preferences Identify potential equity issues Refine recognition methods and frequency Neck and Houghton (2006) advocate for self-leadership principles, where employees co-create systems that make them feel more in control of their experiences. 9.0 Measure Impact To ensure sustainability, organisations must measure the impact of recognition on key performance indicators (KPIs): Engagement levels Retention and turnover rates Productivity and absenteeism Performance appraisals and customer feedback The Balanced Scorecard model by Kaplan and Norton (1996) can be applied to track recognition initiatives across financial, learning, and internal metrics. Rummler and Brache (2012) caution that what gets measured gets managed, underscoring the need for ongoing evaluation and recalibration. 10.0 Promote a Culture of Appreciation Beyond formal rewards, cultivating a day-to-day culture of appreciation is essential. This involves: Encouraging simple thank-yous, positive emails, or gestures of gratitude Promoting a psychologically safe environment where contributions are valued Normalising recognition as a core managerial and peer responsibility Cameron and Spreitzer (2012) emphasise the transformative power of positive organisational scholarship, where cultures rooted in appreciation, compassion, and resilience outperform peers on innovation, loyalty, and growth. 11.0 Case Example: Salesforce Salesforce, ranked among the best places to work globally, uses a robust recognition system called “Thanks”, integrated into its internal communications platform. Employees can send digital badges, points, or public notes that are visible company-wide. Rewards range from small tokens to significant development opportunities. Leadership encourages a top-down and peer-driven approach, and feedback is regularly collected to improve the programme. The company credits this culture with its 95% employee satisfaction rate and exceptionally low attrition, particularly in high-turnover roles such as sales and customer service. A well-crafted recognition and rewards programme is not merely about handing out bonuses or trophies. It is about embedding appreciation, fairness, and purpose into the fabric of the workplace. When employees feel seen, valued, and celebrated, they are more likely to go above and beyond their job descriptions. By aligning recognition with organisational goals, using technology, training leaders, and fostering a feedback-rich environment, organisations can enhance not only the employee experience but also business outcomes. In today’s competitive talent landscape, where engagement and retention are at a premium, cultivating a culture of recognition and rewards is no longer optional—it is a business necessity. References Allen, R. S., & Helms, M. M. (2002) “Employee Perceptions of Relationships Between Strategy Rewards and Organisational Performance”. Journal of Business Strategies, 19(2), pp. 115-139. Babcock-Roberson, M. E., & Strickland, O. … Read more

The Earning Prospects for Business Graduates in the UK

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The earning prospects for business graduates in the UK vary widely depending on the industry, role, and specific employer. Here’s an In-Depth Look at What a Business Graduate can Expect: Average Salaries by Sector Business graduates can pursue careers in various sectors, each with different earning potentials. Retail Management: Starting salaries range from £19,000 to £25,000, but some graduate schemes, such as Aldi’s Area Manager programme, offer up to £50,000 in the first year​ (Butlet, 2024)​. Retail management roles often provide additional perks, including company cars and bonuses. Human Resources (HR): Graduates can expect starting salaries between £18,000 and £23,000, with rapid increases as they gain more experience and additional qualifications​ (Butlet, 2024)​. HR roles are crucial in managing employee relations, recruitment, and organisational development. Digital Marketing: Initial salaries range from £22,000 to £25,000, increasing substantially with experience​ (Butlet, 2024)​. Digital marketing roles are dynamic, requiring skills in social media, SEO, and content creation, which become more lucrative as one gains expertise. Finance: Major banks and financial institutions offer starting salaries around £27,681, with potential increases for more specialised roles​ (Bridgewater Resource UK, 2024))​​ (Prospects, 2024)​. Positions in finance, such as investment banking and financial analysis, are highly competitive and often come with significant bonuses. Graduate Schemes Top employers, especially in investment banking, law, consulting, and finance, often offer the most lucrative packages. Investment bankers can start at around £55,000, while other high-paying sectors include consulting and legal professions, which also often offer salaries of at least £40,000​ (Prospects, 2024)​. These graduate schemes are highly competitive, often requiring strong academic backgrounds and relevant work experience. Factors Influencing Salary Several factors influence the salary of business graduates: Industry and Role: Different industries offer varying starting salaries. For instance, the average salary for a business and management graduate can range from £26,000 to £29,919​ (Bridgewater Resource UK, 2024))​. Roles in high-demand industries like finance and technology generally offer higher starting salaries compared to sectors like education or hospitality. Location: Salaries can also vary based on location, with London typically offering higher wages compared to other regions due to the higher cost of living and concentration of major companies. Graduates working in London might expect higher starting salaries and additional benefits like housing allowances​ (Prospects, 2024)​. Employer: High-profile companies and major firms often offer more competitive salaries and extensive benefits, including pensions, life assurance, and healthcare schemes​ (Bright Network, 2024))​. Employers like Google, Microsoft, and major banks not only offer competitive salaries but also provide professional development opportunities and comprehensive benefits packages. Career Growth Business graduates often have opportunities for rapid advancement, especially in roles that allow for specialisation or leadership positions. With experience, salaries in business-related roles can increase significantly, reflecting the demand for skilled professionals in various sectors. For instance, a digital marketing manager with several years of experience can earn significantly more than a fresh graduate​ (Butlet, 2024)​​ (Bridgewater Resource UK, 2024)​. Overall, business graduates in the UK have diverse earning prospects, with significant variation depending on their chosen path and the employer they secure a position with. For more specific details, checking the latest reports and data from trusted sources like Prospects.ac.uk, Save the Student, and Bright Network can provide further insights into current trends and opportunities. The earning prospects for business graduates in the UK are promising, with potential for high starting salaries and rapid career growth across various sectors. By choosing the right industry and employer, and possibly relocating to areas with higher wages, graduates can maximise their earning potential. Regularly consulting updated salary reports and industry trends is essential for staying informed about the best opportunities available. References Butlet, J. (2024) “Average Graduate Salaries in the UK 2024.” Save the Student. [Online]. Available at: https://www.savethestudent.org/student-jobs/whats-the-expected-salary-for-your-degree.html. [Accessed on June 2024]. Prospects (2024) “Graduate Schemes 2024.” [Online]. Available at: https://www.prospects.ac.uk/careers-advice/getting-a-job/graduate-schemes. [Accessed on June 2024]. Bridgewater Resource UK (2024) “REVEALED: The UK Average Graduate Salary 2024.” [Online]. Available at: https://www.bridgewateruk.com/2024/02/average-graduate-salary-2024/. [Accessed on June 2024]. Bright Network (2024) “A Guide to Business & Management Graduate Schemes.” [Online]. Available at: https://www.brightnetwork.co.uk/career-path-guides/management-business/guide-business-management-graduate-schemes/. [Accessed on June 2024].

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