Mohammad T Islam (BSc, MBA, MEd)

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].

The Power of Empathy: Understanding the Unseen Battles

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Empathy, the ability to understand and share the feelings of another, is a crucial human skill that fosters connection and compassion. As depicted in the iceberg metaphor, much of what influences people’s behaviour lies beneath the surface, invisible to the naked eye. Recognising the unseen struggles that individuals face can transform our interactions and lead to a more empathetic and supportive society. The Visible and Invisible The iceberg analogy effectively illustrates the dichotomy between what is visible and what remains hidden in human behaviour and experience. Above the waterline are aspects such as body language, interactions, expressions, and social behaviour—what we observe and often use to judge others. However, these visible traits are just the tip of the iceberg. Beneath the surface lies a vast array of internal experiences: private selves, past experiences, feelings, losses, and pains. These elements significantly influence a person’s outward behaviour but are often concealed from public view. Why Empathy Matters Empathy plays a pivotal role in bridging the gap between visible actions and invisible emotions. According to Brené Brown, a renowned researcher and author, “Empathy is feeling with people” (Brown, 2010). This means placing oneself in another’s position to understand their emotions and perspective, which fosters deeper connections and reduces misunderstandings. Empathy is essential in various contexts, from personal relationships to professional environments. In healthcare, for instance, empathic communication between doctors and patients has been shown to improve patient outcomes and satisfaction (Mercer & Reynolds, 2002). Similarly, in education, teachers who exhibit empathy can create more inclusive and supportive learning environments, enhancing students’ academic and emotional development (Cooper, 2011). The Science Behind Empathy Empathy is not merely a social skill but is deeply rooted in our biology. Neuroscientific research has identified mirror neurons, which fire both when we perform an action and when we observe someone else performing the same action. These neurons play a crucial role in our ability to empathise (Iacoboni, 2009). Moreover, the hormone oxytocin has been linked to empathic behaviour, promoting social bonding and trust (Zak, 2011). Despite its biological basis, empathy is also a skill that can be cultivated. Practices such as active listening, mindfulness, and exposure to diverse perspectives can enhance our empathic abilities. For instance, engaging in activities like reading fiction has been shown to increase empathy by allowing readers to experience different viewpoints and emotional landscapes (Oatley, 2011). Overcoming Barriers to Empathy While empathy is innate to some degree, several barriers can hinder its expression. Cultural differences, personal biases, and emotional fatigue are common obstacles. Addressing these barriers requires self-awareness and a commitment to continuous learning and growth. Developing cultural competence, for example, involves recognising and respecting diverse cultural norms and values, which can enhance empathetic interactions across different backgrounds (Betancourt et al., 2003). Additionally, practising self-care is vital for maintaining empathy, especially for those in caregiving professions who are prone to burnout. Strategies such as setting boundaries, seeking support, and engaging in regular self-reflection can help sustain one’s capacity for empathy. Empathy in Action Empathy is not only about understanding but also about action. Compassionate actions, driven by empathy, can significantly impact individuals and communities. Simple acts of kindness, such as offering a listening ear or a helping hand, can alleviate the burden of those struggling with unseen battles. On a larger scale, advocacy for social justice and support for mental health initiatives are expressions of empathy that can lead to systemic change. Empathy is a fundamental human capacity that allows us to connect with others on a deeper level. By recognising the invisible battles that people face and cultivating our empathic abilities, we can create a more compassionate and understanding society. As the saying goes, “Be kind, for everyone you meet is fighting a hard battle.” References Betancourt, J. R., Green, A. R., Carrillo, J. E., & Ananeh-Firempong, O. (2003) “Defining cultural competence: A practical framework for addressing racial/ethnic disparities in health and health care”. Public Health Reports. 118(4), pp. 293-302. Brown, B. (2010) The Power of Vulnerability. TEDxHouston. Cooper, B. (2011) Empathy in education: Engagement, values, and achievement. Bloomsbury Publishing. Iacoboni, M. (2009) Mirroring People: The New Science of How We Connect with Others. Picador. Mercer, S. W., & Reynolds, W. J. (2002) “Empathy and quality of care”. British Journal of General Practice. 52(Suppl), S9-S12. Oatley, K. (2011) Such Stuff as Dreams: The Psychology of Fiction. Wiley-Blackwell. Zak, P. J. (2011) The Moral Molecule: The Source of Love and Prosperity. Dutton.

The Importance of Cultivating Empathy in Personal, Professional, and Leadership Contexts

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Empathy, defined as the ability to understand, share, and respond to the emotions of others, is a fundamental human capacity that underpins meaningful relationships and effective communication. It enables individuals to move beyond self-interest, fostering connection, compassion, and cooperation. Across personal, professional, and leadership domains, cultivating empathy enhances not only interpersonal relationships but also organisational performance and societal cohesion. Scholars such as Goleman (1995) and Salovey and Mayer (1990) have emphasised empathy as a cornerstone of emotional intelligence (EI)—a skillset crucial for both individual fulfilment and collective success. 1.0 Empathy in Personal Contexts 1.1 Strengthening Relationships Empathy forms the emotional fabric of strong relationships. When individuals truly listen, validate, and understand each other’s feelings, they create bonds rooted in trust and authenticity. According to Goleman (1995), emotionally intelligent people can recognise subtle emotional cues, enabling them to respond sensitively to their partners or family members. Similarly, Shapiro (2004) highlights that empathy allows individuals to understand unspoken emotional needs, especially in children, enhancing parent-child communication. For example, parents who practise empathetic listening often find that their children are more open, cooperative, and emotionally resilient. 1.2 Facilitating Conflict Resolution Empathy plays a pivotal role in resolving interpersonal conflicts. It allows individuals to view disagreements from another’s perspective, reducing defensiveness and promoting mutual understanding. Nussbaum (2001) contends that empathy facilitates moral reasoning by expanding one’s capacity to see others’ suffering and respond compassionately. In friendships or intimate relationships, empathetic dialogue helps de-escalate tensions and promotes healing. When partners respond with empathy rather than anger, they transform conflicts into opportunities for emotional growth and understanding. 1.3 Enhancing Emotional Intelligence Empathy is one of the central dimensions of emotional intelligence, as described by Salovey and Mayer (1990). It allows individuals to manage their emotions effectively while interpreting others’ emotional states accurately. People with high emotional intelligence demonstrate greater self-regulation, social awareness, and interpersonal effectiveness. For instance, in personal relationships, being attuned to subtle emotional changes helps individuals provide appropriate support, thus reinforcing emotional stability and mutual respect. 2.0 Empathy in Professional Contexts 2.1 Enabling Effective Communication In professional environments, empathy improves communication and collaboration. By actively listening and seeking to understand others’ viewpoints, employees and managers can prevent misunderstandings and build stronger working relationships. Reiss (2017) found that empathetic communication leads to higher levels of trust, satisfaction, and teamwork. In healthcare, for example, empathetic doctors tend to achieve better patient outcomes because they communicate care and understanding beyond technical competence. 2.2 Promoting Collaboration and Teamwork Empathy nurtures cohesive and inclusive teamwork. Goleman (1998) suggests that emotionally intelligent professionals appreciate diversity, respect different perspectives, and create a psychologically safe environment for collaboration. When team members feel understood, they are more willing to share ideas and engage in constructive problem-solving. For example, multinational corporations like Unilever and Google integrate empathy training into team development programmes, recognising that empathy enhances both innovation and morale. 2.3 Strengthening Customer and Client Relations Empathy also plays a vital role in customer relations and service excellence. As Drollinger, Comer and Warrington (2006) discovered in their research on the Active Empathetic Listening Scale, understanding customers’ emotional states leads to better service experiences and brand loyalty. Empathetic communication helps businesses anticipate customer needs, resolve complaints effectively, and foster long-term trust. In sectors such as hospitality or retail, employees trained in empathetic communication significantly outperform those focused solely on transactional efficiency. 3.0 Empathy in Leadership Contexts 3.1 Inspiring and Motivating Others Empathy is at the heart of transformational and inspirational leadership. Leaders who show genuine concern for their employees’ well-being create an environment of loyalty and engagement. Kouzes and Posner (2012) argue that leaders who “model the way” through empathetic behaviour inspire others to act with integrity and purpose. For example, Jacinda Ardern, former Prime Minister of New Zealand, exemplified empathetic leadership during crises, responding with emotional openness and compassion that resonated globally. Such leaders connect authentically, earning trust and commitment. 3.2 Improving Decision-Making and Organisational Ethics Empathetic leaders consider the human impact of their decisions, balancing efficiency with fairness and compassion. Boyatzis and McKee (2005) assert that empathy contributes to resonant leadership, where mindful awareness and compassion guide ethical decision-making. Leaders who take time to understand employees’ needs are more likely to make inclusive and sustainable choices. For instance, companies that prioritise employee welfare during restructuring often retain morale and productivity, demonstrating that empathy strengthens organisational integrity. 3.3 Promoting Cultural Sensitivity and Inclusion In today’s globalised world, empathy is essential for cross-cultural understanding and inclusive leadership. According to Northouse (2018), empathetic leaders are adept at recognising and valuing cultural differences, allowing them to navigate complex multicultural environments effectively. By practising empathy, leaders encourage openness, mutual respect, and belonging among diverse employees. For example, global firms like Microsoft and Accenture implement diversity and inclusion programmes that integrate empathy as a core competency for leadership success. 4.0 Cultivating Empathy Although empathy is an innate human capacity, it can be consciously developed through practice and reflection. Scholars and practitioners have proposed several strategies to nurture this skill. 4.1 Active Listening Active listening involves fully attending to others without judgement or interruption. Brown (2018) emphasises that authentic listening requires courage—to be fully present and vulnerable while hearing another’s truth. Reflecting back emotions and summarising the speaker’s message reinforces understanding and respect. This simple practice can transform both personal and professional communication, replacing assumption with connection. 4.2 Perspective-Taking Perspective-taking—the ability to imagine another person’s point of view—is crucial for empathy. Galinsky and Moskowitz (2000) found that engaging in perspective-taking reduces stereotypes and promotes equitable behaviour. Practising this skill encourages tolerance, compassion, and fair-mindedness. For instance, educators who use empathy-based classroom discussions help students develop moral reasoning and social awareness. 4.3 Emotional Regulation Empathy requires emotional regulation, the ability to manage one’s emotional responses. Gross (2002) describes emotional regulation as essential to maintaining balance when engaging with others’ emotions. Without it, empathy can lead to emotional exhaustion or “compassion fatigue.” Mindfulness practices and reflective journaling can help individuals recognise emotional triggers and respond calmly rather than react impulsively. 4.4 … Read more

Atomic Habits: Small Changes, Great Results – A Life Changing Initiative

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The term “Atomic Habits” coined by James Clear that searches into the power of small, incremental changes to achieve significant, lasting results. The central premise is that habits are the compound interest of self-improvement. Just as money multiplies through compound interest, the effects of your habits multiply as you repeat them. They seem to make little difference on any given day, yet the impact they deliver over months and years can be enormous (Clear, 2018). James Clear discussed four laws of behaviour change, which provide a framework for creating good habits and breaking bad ones. These laws are: Make it Obvious: The first law emphasises the importance of clarity. You need to clearly define the habits you want to develop. This involves understanding the cues that trigger your habits. Clear suggests using implementation intentions (a plan you make beforehand about when and where to act) and habit stacking (linking a new habit to an existing one) to make your desired behaviour more obvious. For example, if you want to start reading more, you might stack it onto your existing habit of drinking morning coffee: “After I pour my morning coffee, I will read one page of a book” (Clear, 2018). Make it Attractive: The second law is about making your habits appealing. Our brains are wired to seek pleasure and avoid pain, so it’s crucial to associate the habit with positive experiences. Clear introduces the concept of temptation bundling, which is pairing an action you want to do with an action you need to do. For instance, if you love watching Netflix but need to exercise, you could only allow yourself to watch Netflix while on the treadmill (Clear, 2018). Make it Easy: The third law focuses on reducing the friction associated with your habits. The easier a habit is, the more likely you are to follow through. Clear discusses the two-minute rule, which states that when you start a new habit, it should take less than two minutes to do. This approach helps you overcome the initial resistance to starting a new behaviour. For example, if you want to write more, start by writing just one sentence a day. By making habits as easy as possible to initiate, you increase the likelihood of them sticking (Clear, 2018). Make it Satisfying: The fourth law is about adding immediate rewards to reinforce your habits. Human nature seeks instant gratification, so it’s important to find ways to make your habits feel rewarding. Clear suggests using a habit tracker to provide immediate satisfaction of checking off the habit each day. Additionally, using reinforcement, such as rewarding yourself with something enjoyable once you complete your habit, can help solidify it (Clear, 2018). Understanding the habit loop is crucial in this process. Every habit follows a loop consisting of a cue, craving, response, and reward. The cue triggers your brain to initiate a behaviour because it predicts a reward. Cravings are the motivational force behind every habit, and the response is the actual habit you perform. Finally, the reward satisfies your craving and teaches your brain that the habit loop is worth remembering (Duhigg, 2012: Neal et al. 2006). A key insight from “Atomic Habits” is the power of 1% improvement. Small changes, even by just 1%, can compound over time and lead to significant transformations. This principle highlights that the aggregation of marginal gains can result in substantial improvements (Clear, 2018). Clear also stresses the importance of identity-based habits. Instead of focusing solely on goals, which are the results you want to achieve, focus on the type of person you want to become. Your habits should align with this desired identity. For example, instead of having a goal to run a marathon, focus on becoming a runner. This shift in perspective helps make your habits part of your identity, which can be a more powerful motivator (Clear, 2018). Environment design plays a critical role in habit formation. By modifying your surroundings, you can make positive habits easier to adopt and negative ones harder to follow. For instance, if you want to eat healthier, you might place fruit on the counter and hide junk food in the pantry (Wood & Neal, 2007). In summary, “Atomic Habits” involves taking steps to understand and shape your habits. By leveraging the Four Laws of Behaviour Change, focusing on identity, and making small, incremental improvements, you can achieve significant personal and professional growth over time. The core of the “Atomic Habits” ideology is – change is a process and that small adjustments can lead to substantial, lasting transformations. References: Clear, J. (2018) Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones. New York: Avery. Duhigg, C. (2012) The Power of Habit: Why We Do What We Do in Life and Business. New York: Random House. Neal, D. T., Wood, W., & Quinn, J. M. (2006) “Habits – Repeat Performance”. Current Directions in Psychological Science. 15(4), pp. 198-202. Wood, W., & Neal, D. T. (2007) “A New Look at Habits And the Habit-Goal Interface”. Psychological Review, 114(4), 843-863.

Healthy Eating Habits: Three to Five Year Olds

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Ensuring proper nutrition for children aged three to five is crucial for their growth and development. This age group requires a balanced diet that provides essential nutrients while promoting healthy eating habits. This article offers comprehensive advice on how to make mealtimes enjoyable and nutritious for young children, addressing common concerns and providing practical tips for parents and carers. 1.0 Making Mealtimes Enjoyable Creating a positive mealtime environment is essential for encouraging children to eat well. Here are some strategies: 1.1 Create a Child-Friendly Dining Space: Cover the floor to catch any mess, and ensure your child is safely strapped into their seat but with their hands and head free to move (University Hospitals Coventry and Warwickshire NHS Trust, 2023). 1.2 Family Meals: Sit together as a family during meals. This not only models good eating habits but also makes mealtimes a social activity. 1.3 Limit Distractions: Turn off the TV, tablets, and phones to focus on the meal and each other. 1.4 Finger Foods: Allow your child to use their fingers to touch and explore their food. At this age, children can also begin to use cutlery with support, which helps build motor skills. 1.5 Meal Duration: Keep meals to around 20 minutes, as this is generally sufficient for children in this age group (NHS, 2023A). 2.0 Nutritional Needs Children between three and five years old need a variety of foods to meet their nutritional requirements. Their daily diet should include: 2.1 Dairy: Around one pint of milk or three servings from options like a beaker of milk (120ml), a small chunk of cheese (20–30g), or a pot of yoghurt (100–120g). 2.2 Protein: Meat, fish, eggs, pulses, or foods made from pulses should be included at least twice a day, with three portions daily for vegetarian children (British Dietetic Association (BDA), 2023). 2.3 Fruits and Vegetables: Aim for five child-sized portions a day, including fresh, tinned, dried, or frozen options. 2.4 Starchy Foods: Include starchy foods such as rice, potatoes, bread, chapatti, breakfast cereal, or pasta in every meal (NHS, 2023B). 2.5 Iron-Rich Foods: Foods like eggs, meat, oily fish, green vegetables, beans, and fortified breakfast cereals should be included for their iron content. 2.6 Vitamin C: To aid iron absorption, include foods rich in vitamin C, such as green vegetables, citrus fruits, and berries. 3.0 Meal and Snack Ideas Incorporate these meal and snack ideas to ensure variety and nutrition: 3.1 Main Meals: Chicken or fish with rice and peas. Tuna pasta with carrots or broccoli. Grilled sausages or vegetable burgers with mashed potatoes and peas. Shepherd’s pie served with peas or carrots. Fish fingers with baked beans and potatoes. Chapatti or rice with lentil curry and yoghurt (BNF, 2023). 3.2 Quick Meals: Grilled cheese on toast. Sandwiches with cheese spread, cooked meat, or banana. Wholemeal crackers with hummus or cheese spread. Jacket potato with tuna and sweetcorn. Toast fingers with baked beans or scrambled egg. 3.3 Puddings: Fresh fruit. Milk puddings like rice pudding. Tinned fruit with yoghurt. Banana with custard. Yoghurt or fromage frais with blended fruit (Netmums, 2023). 3.4 Drinks: Encourage drinking from a cup rather than a bottle to reduce tooth decay. Offer water between meals and diluted, unsweetened fruit juice at mealtimes. Avoid sweet, fizzy drinks and limit tea and coffee, as they can inhibit iron absorption (USDA Food and Nutrition Service, 2021). 3.5 Snacks: Fresh fruit, vegetable sticks, unsweetened breakfast cereals, and savoury options like mini pitta with cheese spread are good choices. Avoid sugary snacks, cakes, and crisps (Murkoff, 2014). 4.0 Special Considerations 4.1 Vitamin Supplements: The National Health Service (NHS) recommends vitamin supplements containing vitamins A, C, and D for children aged six months to five years, especially if they are not drinking 500ml of formula milk daily (NHS, 2023). 4.2 Weight Management: Monitor the intake of fatty and sugary foods, maintain regular meals, and encourage physical activity to prevent excessive weight gain (Ward & Cupples, 2006). 4.3 Constipation: Ensure adequate fluid intake, include wholegrain starches, and provide plenty of fruits and vegetables to alleviate constipation (Karmel, 2010). By following these guidelines, parents and carers can help children aged three to five develop healthy eating habits that will benefit them throughout their lives. For further advice, consult a health visitor or doctor. References British Dietetic Association (BDA) (2023) “Healthy Eating for Children”. [Online]. Available at: https://www.bda.uk.com/resource/healthy-eating-for-children.html. [Accessed on 09 June 2024]. British Nutrition Foundation (BNF) (2023) “Portion Sizes for Toddlers and Pre-Schoolers”. [Online]. Available at: https://www.nutrition.org.uk/nutrition-for/toddlers-and-pre-school/. [Accessed on 09 June 2024]. Karmel, A. (2010) Top 100 Baby Purees: 100 Quick and Easy Meals for a Healthy and Happy Baby. Atria Books. Murkoff, H. (2014) What to Expect: The Toddler Years. Workman Publishing Company. National Health Service (NHS) (2023A) “Vitamins for Children”. [Online]. Available at: https://www.nhs.uk/conditions/baby/weaning-and-feeding/vitamins-for-children/. [Accessed on 09 June 2024]. National Health Service (NHS) (2023B) “Start4Life: Healthy Eating for Children”. [Online]. Available at: https://www.nhs.uk/start-for-life/. [Accessed on 09 June 2024]. Netmums (2023) “Healthy Eating for Toddlers”. [Online]. Available at: https://www.netmums.com/. [Accessed on 09 June 2024]. University Hospitals Coventry and Warwickshire NHS Trust (2023) “Start Right: Eating for the One to Five Year Olds”. [Online]. Available at: file:///C:/Users/mtisl/Downloads/Start%20right%20-%20Eating%20for%20the%20one%20to%20five%20year%20olds.pdf. [Accessed on 09 June 2024]. USDA Food and Nutrition Service (2021) “Nutrition and Wellness Tips for Young Children: Provider Handbook for the Child and Adult Care Food Program”. [Online]. Available at: https://www.fns.usda.gov/tn/cacfp/crediting-handbook. [Accessed on 09 June 2024]. Ward, E., & Cupples Cooper, S. (2006) Child of Mine: Feeding with Love and Good Sense. Bull Publishing Company.

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