|Raising Morale and Lowering Misconduct|
|By Carl ToersBijns, former deputy warden, ASPC Eyman, Florence AZ|
In every workplace we have those employees who are totally engaged and productive while following organizational culture, customs and practices making them some of the most valuable assets. Raising morale is one sure way of addressing retention and turnover rates as they embrace the work culture positively and productively.
On the other hand, the actions of a few who do not engage in productivity, burdens other employees and supervisors with their complacency and shoddy work habits. There needs to be a process in place to take a proactive approach to lowering misconduct and providing positive guidance steps to avoid repetitive negative behaviors.
Reducing misconduct means to account and reduce the risks factors by reporting them early. Since many good employees take pride in their work, and intend to stay with the organization for a long-term commitment, they should also be willing to go the extra measures to protect their organization or workplace.
This kind of management ensures better independent decisions and takes action in ways that are consistent with company culture, values and expectations. Having employees who engage confidently and ensure objectives are met, requires less supervision and they adapt easily to workplace changing roles and responsibilities.
The first step and the most important step is to ensure that those engaged employees or workers observe and report misconduct immediately to ensure safety practices are never compromised and that the workplace does not become disruptive or dangerous. Under positive supervisory guidance and re-assurances that their voice, their role and their feedback is welcomed and necessary when they observe misconduct allows the issue(s) to be resolved sooner than later.
Employee engagement is most often influenced by factors that have nothing to do with money. Some are so fundamental; we often overlook their existence or usefulness until it is too late to correct the problems. Here are three ways leaders can engage employees:
Corrections.com author, Carl ToersBijns, (retired), has worked in corrections for over 25 yrs He held positions of a Correctional Officer I, II, III [Captain] Chief of Security Mental Health Treatment Center – Program Director – Associate Warden - Deputy Warden of Administration & Operations. Carl’s prison philosophy is all about the safety of the public, staff and inmates, "I believe my strongest quality is that I create strategies that are practical, functional and cost effective."
Other articles by ToersBijns:
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