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Setting clear expectations - By setting clear expectations, and vocalizing exactly what actions are required, the risk of misunderstandings and missed deadlines can be mitigated. Consistent feedback -Soliciting and providing feedback ensures the performance rebalancing or acknowledgment of a job well done.
Benefits of a respectful workplace include better morale, teamwork, lower absenteeism, lower turnover of staff, reduced worker's compensation claims, better ability to handle change and recover from problems, work seems less onerous, and improved productivity. Positively viewed teams will retain and employ better staff.
Leaders of these organizations make all of their decisions with the organization's values in mind. Leadership behavior that is consistent with the organization's vision involves setting clear expectations, promoting a sense of belonging, fostering employee involvement in decision making, and encouraging learning and development. [12]
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
For example, employees of routine jobs where performance maintenance is the goal would benefit sufficiently from annual PA feedback. On the other hand, employees of more discretionary and non-routine jobs, where goal-setting is appropriate and there is room for development, would benefit from more frequent PA feedback.
Employee clarity of job expectations – "If expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed."
By integrating positive psychology to organizational setting, Fred Luthans has pioneered the positive organizational behavior research in 1999. Since then, Luthans and colleagues have been attempting to find ways of designing work settings that emphasize people's strengths, where they can be both their best selves and at their best with each other.
Their study was based mainly around previous studies of organizational commitment. Meyer and Allen's research indicated that there are three "mind sets" which can characterize an employee's commitment to the organization. Mercurio (2015) extended this model by reviewing the empirical and theoretical studies on organizational commitment.