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FCEF Workplace Dynamics KB 190321

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Badiger Diwakar
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43 views15 pages

FCEF Workplace Dynamics KB 190321

Uploaded by

Badiger Diwakar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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What Is Workplace Dynamics?

o We spend a significant part of our day, week, month, year, and life,
working for a salary to get by in life.
o This means that Workplace Dynamics or Forces at Work is:
▪ how Workers work together as Colleagues,
▪ how work responsibilities are delegated, and
▪ how engaged workers are to the company’s
mission & vision, can have significant impacts
on people's physical and mental well-being.
o Each person’s interpretation of an ideal work
environment may be different from what
others see it as.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Is Workplace Dynamics? (continued)
o Generally, a healthy workplace is one in which Employees are
respectful of each other’s:
▪ personalities,
▪ diverse ideas, and
▪ working styles;
o Work is supposed to be allocated fairly; and
trust exists between Employees, particularly
between Management and junior level
Employees.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Is Workplace Dynamics? (continued)
o It is not always possible for someone to secure work in a field that is:
▪ meaningful to them,
▪ employees who feel that they are doing work that is interesting, challenging,
and rewarding are more likely to experience healthy workplace dynamics.
o If, on the other hand, poor workplace dynamics are not addressed, it
can trigger:
▪ burnout or
▪ widespread employee dissatisfaction (engagement).

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Is Workplace Dynamics? (continued)
o It may also lead to high turnover, which often creates challenges
both for employees who leave, for those who are left behind and for
the Employer.
o Thus, working toward strong workplace dynamics is in the best
interest of workers, their families, and the company's bottom line.
o If not addressed or called out, the
workplace dynamics may result in a
Toxic Workplace.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Are the Signs of a Toxic Workplace?
o The term “toxic workplace” can be used to describe any workplace
in which negative dynamics harm an employee’s:
▪ well-being,
▪ foster conflict between co-workers, or
▪ there is slow productivity.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Are the Signs of a Toxic Workplace? (continued)
o Possible signs of a toxic workplace include:
▪ Verbal abuse, especially by Managers,
▪ Insulting language is frequently used,
▪ employees are belittled or threatened by superiors,
▪ disagreement is not tolerated (my way or the highway), or
▪ malicious rumours are spread,
▪ Poor communication,
▪ Priorities are disputed,
▪ instructions are vague, or
▪ employees do not feel comfortable
communicating bad news to superiors for
fear of reprisals.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Are the Signs of a Toxic Workplace? (continued)
o Imbalanced workloads.
o Some employees have little to do, while others must work extra
hours on their time off to keep up with their workload.
o This can breed resentment among co-workers and may lead to
overburdened employees leaving a company.
o Overall, poor mood. It’s unrealistic
to expect everyone to be happy or
motivated all the time.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


What Are the Signs of a Toxic Workplace? (continued)
o But, if most employees are in negative moods, more often than not,
▪ talking or laughing is rare, or
▪ there is no supervision of employees,
▪ it will likely have a long-term effect on morale and well-being.
o While the signs vary, some are:
▪ anyone who feels drained at the end of the day,
▪ people who dread going to work in the morning,
▪ or who struggle to keep up with
unrealistic expectations may be in a
toxic workplace.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


How Do You Handle a Toxic Work Environment?
o Spending 40 hours a week (or more) in a toxic workplace can be
▪ damaging to one’s mental health,
▪ Trigger anxiety in an individual or a group of individuals,
▪ depression, or
▪ Lead to someone being indifferent or deliberately challenging Management’s
decisions.
o If someone has determined that their workplace
is toxic, they may decide that leaving the job is
the best choice for their well-being.
▪ Employees, most often change jobs because of
their boss.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


How Do You Handle a Toxic Work Environment?
(continued)

o However, for those who are unable to find another job (or unable to
do so immediately), there are steps that can make a toxic workplace
more bearable or more toxic.
o Employees should, first and foremost, prioritize their own well-being.
o This means getting enough sleep,
▪ engaging in self-care behaviours, and/or
▪ seeing a Counsellor to discuss feelings of anxiety or sadness.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


How Do You Handle a Toxic Work Environment?
(continued)

o Next, it’s best to communicate concerns about a toxic workplace to a


supervisor or a trusted co-worker;
▪ Together, it may be possible to take steps to reduce
toxicity.
▪ Reporting verbal abuse or outright harassment to HR will
ideally allow for bad Employees to be held accountable.
▪ The Crimes Bill of Fiji does not allow for bullying and
harassment, classifying it as a crime.
▪ When all else fails, deciding to embark on a journey of
Work life Balance might help.
▪ Individual Families will experience the wrath of a Mother,
Father or a sibling who is in a toxic work environment

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


How to Correct the Toxic Environment?
o Ensure that there are Policies in place that directs Employees from NOT
engaging in behaviors that are contrary to the Values of the Organisation.
o The Policy must state very clearly what the expected and accepted
behaviors are, and what the UNACCEPTABLE behaviors are.
o The Policy must include the sanction(s) for non-compliance or non-
adherence.
o The Policy must be rolled out to all Employees and the Employees are
required to sign an Acknowledgement Form at the end of the Training.
o Since most often, this toxic environment is initiated or allowed to
exacerbate by a Manager, the Organisation may include Staff Engagement
as a Measure to determine payment of Incentives at the end of the
Financial year.

FIA’s Technical Workshop | 19th of March by Kameli Batiweti


FIA’s Technical Workshop | 19th of March by Kameli Batiweti
Vinaka Vakalevu
FIA’s Technical Workshop | 19th of March by Kameli Batiweti

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