Organizational values are more important today than at any other time in history because the personal and societal context within which business operates is changing. Who you are as an organization, and what you stand for, are becoming just as important as what you sell.
Whilst attention to all stakeholders needs are important, the most critical are:
(a) How existing employees feel about their organization, and
(b) The ability of the organization to attract the best employees.
Both these issues can be addressed by building a vision-guided, values-driven corporate culture that focuses on employee fulfillment. Research shows that:
• Corporate performance, including financial success is strongly correlated with employee fulfillment – 39%
of the variability in corporate performance is attributable to the personal fulfillment of employees.
• Employee fulfillment is strongly correlated with the leadership skills and emotional intelligence of
managers – 69% of the variability in employee fulfillment is attributable to qualities of leadership of the
manager or supervisor.
Employee fulfillment has four components:
• Physical fulfillment A decent wage and outstanding employee facilities –
canteen, kindergarten, gymnasium.
• Emotional fulfillment Open communication, friendliness, work appreciation and
professional growth.
• Mental fulfillment Accountability, opportunity to learn, to express personal
creativity, and find personal growth.
• Spiritual fulfillment Work that has personal meaning, a sense of making a
difference, and an opportunity to be of service.
Companies that are able to motivate employees by providing all four levels of fulfillment will be the most
successful companies of the future.
Physical and emotional needs are normally met through external incentives such as bonuses, vacations and promotions. Research shows that these types of rewards do not have a long-lasting impact. Such incentives quickly achieve the status of entitlements. They have to be constantly repeated or increased to have a continued effect.
Whilst attention to all stakeholders needs are important, the most critical are:
(a) How existing employees feel about their organization, and
(b) The ability of the organization to attract the best employees.
Both these issues can be addressed by building a vision-guided, values-driven corporate culture that focuses on employee fulfillment. Research shows that:
• Corporate performance, including financial success is strongly correlated with employee fulfillment – 39%
of the variability in corporate performance is attributable to the personal fulfillment of employees.
• Employee fulfillment is strongly correlated with the leadership skills and emotional intelligence of
managers – 69% of the variability in employee fulfillment is attributable to qualities of leadership of the
manager or supervisor.
Employee fulfillment has four components:
• Physical fulfillment A decent wage and outstanding employee facilities –
canteen, kindergarten, gymnasium.
• Emotional fulfillment Open communication, friendliness, work appreciation and
professional growth.
• Mental fulfillment Accountability, opportunity to learn, to express personal
creativity, and find personal growth.
• Spiritual fulfillment Work that has personal meaning, a sense of making a
difference, and an opportunity to be of service.
Companies that are able to motivate employees by providing all four levels of fulfillment will be the most
successful companies of the future.
Physical and emotional needs are normally met through external incentives such as bonuses, vacations and promotions. Research shows that these types of rewards do not have a long-lasting impact. Such incentives quickly achieve the status of entitlements. They have to be constantly repeated or increased to have a continued effect.
The only way to develop long-lasting motivation is to tap into an individual’s, mental and spiritual motivations. This is where the real passion, commitment and enthusiasm lie.
Our mental needs are met when we are given opportunities to improve ourselves through education, learning and new experiences; also when we are made accountable and are encouraged to use our minds in problem solving. This is the realm of professional growth.
Our spiritual needs are met when: (a) we find meaning in our work; (b) we feel that what we do makes a
difference; and/or (c) we are able to be of service. This is the realm of personal growth. Everyone responds to some degree to all four categories of motivation—physical, emotional, mental and spiritual. The highest levels of commitment are achieved through by satisfying our mental and spiritual needs.
The greatest gift you can give an employee is the opportunity to become all they can become personally and professionally.
Creating a corporate culture that aligns with the values of all stakeholders, employees, customers, shareholders and society is the critical issue for business in the 21st century. Cultural capital is rapidly becoming the new frontier of competitive advantage.
*Richard Barrett is the Managing Partner of Richard Barrett and Associates and creator of the Corporate Transformation Tools®. He is also a Fellow of the World Business Academy and former Values Coordinator at the World Bank.
difference; and/or (c) we are able to be of service. This is the realm of personal growth. Everyone responds to some degree to all four categories of motivation—physical, emotional, mental and spiritual. The highest levels of commitment are achieved through by satisfying our mental and spiritual needs.
The greatest gift you can give an employee is the opportunity to become all they can become personally and professionally.
Creating a corporate culture that aligns with the values of all stakeholders, employees, customers, shareholders and society is the critical issue for business in the 21st century. Cultural capital is rapidly becoming the new frontier of competitive advantage.
*Richard Barrett is the Managing Partner of Richard Barrett and Associates and creator of the Corporate Transformation Tools®. He is also a Fellow of the World Business Academy and former Values Coordinator at the World Bank.
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