Posted: March 30th, 2022

Work Environment Assessment

Work Environment Assessment

Walden University
NURS6053

Work Environment Assessment
Part 1: Work Environment Assessment
The results of the assessment demonstrate that the organization is not operating in optimal conditions. The information is critical in the decision-making to improve the workplace environment. Results of the assessment indicate that the employees are experiencing civility levels that can affect the quality of employee performance. Despite the negative results the employees know how to create a friendly work environment. Improvements are needed to prevent the unfriendly work environment that can affect output. One of the aspects that should improve is in sharing accurate information. The management and individual employees should prevent gossiping and spreading inaccurate information. For instance, employees had started a rumor that the director is dating his secretary and they are spending most of the time talking in the office. The employees felt that the two are not participating in achieving the goals of the organization. Another rumor was that the organization was almost running bankrupt as a result of the pandemic. Spreading inaccurate information is detrimental to the morale of the employees. For instance, some employees felt that their jobs were not secure since the company was on the verge of bankruptcy.
The assessment demonstrates that the employees, especially junior workers have been experiencing discrimination. Discrimination and bullying are detrimental to the morale of the employees (DeMarco et al., 2018). The workplace environment assessment shows that radical changes are vital in revolutionizing the organization. Changes are needed since some of the new workers indicated that they were not satisfied since their experience at the workplace did not make them happy. Some of them were harassed and subjected to high workloads. The unfriendly work environment can affect job satisfaction and undermine performance (DeMarco et al., 2018). Despite the knowledge of the employees about the negative effects of an unfriendly work environment, they did not make efforts to make the environment conducive.
The assessment report shows that the employees had receive training. I was surprised that the employees had been trained but they did not strive to create a conducive environment. The training did not bear the expected results since the employees continued creating an unfriendly environment. One of the assumptions is that the training did not address the specific issues affecting the employees. Additional training is needed to address the civility issues such as spreading wrong information, bullying, and discrimination (McLeod, 2018). The annual training for all employees did not bear the expected results. The purpose of planning for training is to prevent the negative effects of an unfriendly work environment.
I was surprised that the management did not make appropriate interventions to address the challenges. The challenges are critical to the performance of the organization yet the management did not address the issues. It was hard to understand that the senior management officials were part of the civility issues. For instance, the senior managers were also found guilty of bullying and discriminating against junior workers. The results demonstrate poor leadership that could affect the organization in the long run.
The results suggest that the company is experiencing poor leadership and a lack of commitment to address the emerging issues. Despite the knowledge among the employees and management that unfriendly behavior was going on, they did not make efforts to resolve the issues. The morale of the employees will continue declining if appropriate interventions are not made. Poor morale among employees is detrimental since it can lead to high turnover (McLeod, 2018). The results indicate that additional training is necessary. The organization should develop policies to streamline the behaviors of the employees. Good leadership is needed to provide a good example to follow (McLeod, 2018).
Part 2: Reviewing the Literature
Herzberg’s two-factor theory was coined by Frederick Herzberg in 1959. The theory state that various factors affect the morale and job satisfaction of employees. The theory urges employers to take various measures to address the factors that can undermine job satisfaction (Alshmemri et al., 2017). The argument by Frederick Herzberg shows that the management has a responsibility to take actions to improve the conditions in a workplace. For instance, the management should use the assessment report to determine the appropriate interventions (Thant & Chang, 2021). One of the interventions suggested by Frederick Herzberg is increasing the salary to motivate the employees. Frederick Herzberg appreciates that despite high salaries, other factors can undermine performance such as an unfriendly work environment (Thant & Chang, 2021). The theory shows that the management should make diverse interventions to address the emerging problems. According to the theory, various factors can affect the morale of the employees including recognition, career growth, clear duties, achievement, and nature of work (Thant & Chang, 2021).
Herzberg’s two-factor theory is appropriate for the organization since it is experiencing bullying and discrimination. The management must strategize on how to address the bullying problem (Alshmemri et al., 2017). Bullying is one of the causes of high turnover in organizations. For instance, the management should set up a reporting channel and appropriate interventions. Spreading wrong information can affect the motivation of the employees. The negative behavior can lead to panic, anger, and anxiety among the employees. For instance, sharing wrong information about the closure of the organization can cause panic. The panic can affect the morale of the employees and jeopardize their sense of job security.
The theory applies to the organization and is effective in dealing with the current problem. The theory proposes that appropriate interventions are effective in addressing the challenges in the organization. For instance, it is critical to creating an environment where all the employees are respected. Discrimination of junior employees and minority groups is detrimental to the performance of an organization (Habib et al., 2017). Creating a friendly culture will affect the organization positively since it will create a sense of ownership. Another intervention is for the management to set a good example since it will influence the prevailing behavior of the employees (Habib et al., 2017). The management should demonstrate the need to create a conducive environment.
The management has a responsibility to develop appropriate communication methods. Communication will help the company to address inaccurate information. The chief executive officer should address the workers regularly to ensure they have the official position of the company (Andersson, 2017). Communication will prevent negative behavior such as bullying and dispel the fear that the company is on the verge of bankruptcy. Another approach is to introduce changes that will empower the employees. For example, the company should increase the number of women representatives in senior positions to make the female workers feel safe. Inclusivity in the decision-making will ensure the company is enhancing confidence among the workers about the future of their jobs in the organization (Andersson, 2017).
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams
Evidence-based measures are necessary to address the problems arising in the organization. One of the efforts is to collect information from the employees. Collecting the data will ensure the company is making employee-centered changes. For instance, it is important to identify the challenges of discrimination and bullying and their causes. A review of the current condition will help the management to make appropriate interventions (Alshmemri et al., 2017). Another strategy is for the management to review the conditions in the workplaces. For instance, the relationship and communication among the employees are critical. The company should design communication channels that will encourage the easier sharing of information. The strategy is effective to prevent wrong information from causing panic among the workers. Another approach is creating a two-way communication channel (Alshmemri et al., 2017). The management should use questionnaires, open forums, and suggestions boxes to receive information and feedback from the employees. Online surveys are important since they will allow employees to express their dissatisfaction with the management.
The company should develop policies that will align with the behavior of the employees. The behavior of the employees should be guided by a policy framework. For instance, the policy will help the new employees to feel safe. The policy should comprise consequences for not observing the policy guidelines. Another approach is that the company should provide employees an opportunity to be part of the decision-making team in an organization (McLeod, 2018). The contributions of the employees will help them to feel part of the company. The company should motivate the employees by allowing them to make decisions.
The recommended strategies should create a healthy work environment. The focus is to create a healthy work-life balance that will trigger job satisfaction. For instance, the organization should create flexible timings and options to work from home. The focus is to eliminate the risk of bullying which can affect job satisfaction (McLeod, 2018). When employees feel less pressure they are likely to relate in a friendly manner with their colleagues. Giving the employees freedom will reduce the risk of poor job satisfaction. The company will enjoy the opportunity to attract innovative people who are looking for job opportunities. Creating a diverse and healthy team will lead to better outcomes (DeMarco et al., 2018). When diverse employees join the company, the management should eliminate discrimination. For instance, the millennial generation is enjoying working in an environment with people from diverse locations.
Another strategy is to embrace gender diversity in the distribution of duties. The company should empower more women and create positions that will give female workers a sense of ownership. Women across the globe are taking leadership positions and they are performing excellently. Creating an environment safe and conducive for women is essential for organizational performance (DeMarco et al., 2018). For instance, the company should eliminate the risks of harassment against women. Creativity is vital in building a workforce that does not discriminate against people based on their gender or ethnic background. Another strategy is to empower the junior workers through in-house training. The training will ensure the employees can climb their career ladder in the company. Implementation of the strategies will depend on the goodwill of the management. The senior officials should initiate the change in various phases. Implementation of change requires a strategic approach to minimize the risk of opposition.

References
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12-16.
Andersson, S. (2017). Assessing job satisfaction using Herzberg’s two-factor theory: A qualitative study between US and Japanese insurance employees. IAFOR Journal of Business & Management, 2(1), 22-35.
DeMarco, R. F., Fawcett, J., & Mazzawi, J. (2018). Covert incivility: Challenges as a challenge in the nursing academic workplace. Journal of Professional Nursing, 34(4), 253-258.
Habib, N., Awan, S. H., & Sahibzada, S. A. (2017). Is Herzberg’s Two Factor Theory Valid in the Context of Performance Management System? A Study of Private Banks of Pakistan. Journal of Managerial Sciences, 11.
McLeod, C. (2018). Generational Diversity in the Workplace: Challenges and Opportunities for Nursing Education. Teaching Innovation Projects, 8(1).
Thant, Z. M., & Chang, Y. (2021). Determinants of Public Employee Job Satisfaction in Myanmar: Focus on Herzberg’s Two Factor Theory. Public Organization Review, 21(1), 157-175.

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