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澳彩网

Never underestimate the power of a simple thank you

Could expressing appreciation be a core part of management and leadership training?

Thank you for taking the time to read this article which I spent time researching and writing. I really appreciate it.

如果声音异常,这部分是因为给(和接收)由于并不常见,因为它应该是。这是一种耻辱,因为有点升值不值多少钱,但它在保持积极性和生产力的工人加起来一个可怕的很多。 

According to research from recruitment firm Robert Half, giving thanks is one of the top three factors that keep Australian employees happy. 

彼得heslin,在管理的澳彩网,学校的副教授说,升值不仅是固有喜人,这也符合一些基本的心理需求。

“When people experience gratitude they tend to feel more connected to whoever has appreciated their work … and also to the job they are performing,” Heslin says. 

“It gives them a sense of momentum, like they are actually achieving something and they are more motivated to behave in ways that are appreciated.”

一个简单的“谢谢”的影响超出了仅仅是礼貌的方式。来自加利福尼亚州和迈阿密大学(其中位置明智的,他们有很多要感谢的),一个联合研究是众多研究显示感谢究竟是如何使人感到更积极,加强关系,并导致更多的亲社会行为的一个和生活满意度。

这种积极性可以有一个病毒的作用,有多项研究表明自我感觉良好的因素导致其健康的生活方式的人:多运动,睡眠更好,在疾病发生率下降 - 所有这些都让员工不太可能遭受倦怠或抑郁症。 

也许最引人注目的是想法,感激的经验,实际上可能改变大脑。来自印第安纳大学的研究人员发现,越是修炼谢意更多我们的大脑变得习惯于给它和开口于它接收。 

But where and when does appreciation fit in our technology-driven world of work? Does a smiley-face emoji really cut it? 

'Appreciation can have the effect of fostering self-regulation in the workforce'

PETER HESLIN

Motivating employees

nameeta bhole是一个高级项目经理,并在AGSM @的工商管理硕士(执行)学生UNSW商学院谁在澳大利亚,美国,英国,德国和中国的合作。 bhole认为,虽然年轻的人给予表扬更加开放和自由,或许比前几代产品,也可以是意义不大,因为它是如此的普遍。 

“我的经验是,年长的同事表示感谢是更考虑和具体。作为一个年轻的人我几乎关闭供给受到感谢;这是一个验证,”她说。

The satisfaction of receiving gratitude is a driver motivating employees to work better and work harder.

“Appreciation can have the effect of fostering self-regulation in the workforce,” says Heslin. 

“人们预测其未来的行动为自己可能造成的后果,并设置绩效目标采取行动,在可能要理解的方式行事:在被确认为有条款既切实(增加工资和机会方面)和无形(贡献了一些有价值的东西)“。 

采取在宾夕法尼亚大学,研究人员研究了两组谁是校友通过电话募捐筹款活动的沃顿商学院一个具体的例子。 

只有一组赞赏和感谢通过其主管的努力和结果还做出了更多的50%的呼叫筹集资金比没有它并没有被证明升值另一组。 

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'We constantly have opportunities to build bridges with people – or not. It all depends on whether we make gratitude a priority'

PETER HESLIN

Going through the motions

教授亚当·格兰特,美国心理学家和沃顿研究的作者之一,告诉哈佛商业评论,表达感激之情可能暗示在形势neediness或呈现脆弱性”在这里我没有足够的专业知识或解决了我的信心自己的问题”。

heslin认为另一个障碍可能在于某种玩世不恭周围示出了在工作感谢。除非它是在真实的方式给出,它可能会适得其反。

雇员识别程序,例如,被广泛认为是“走过场”。这些往往是外包给一个技术供应商,可以有一个对等网络的焦点,其中的同事提名同事对可能或可能不会有竞争优势的“奖励”。

Although there aren’t figures for Australia, globally the number of companies offering employee rewards packages suggests that this is a big market.

保罗·怀特,作家和顾问,在美国职场升值,说,这些项目已经在近几年如雨后春笋般与所有我们企业现在有一些类型的员工奖励计划的80%。 

然而,与此同时,根据盖洛普的年度调查显示,在美国的员工敬业坐在只有34%,并在全球的员工达到了惊人的87%是从他们的工作中解脱出来。

这可能是因为这些奖励计划是快节奏和密集的工作负载员工今天所经历的一种自然反应,并为heslin建议,“时间的压力意味着停下来感谢的人是不是一个高优先级任务。人们得到他们需要什么,然后按上努力实现下一个目标。” 

Perceived authenticity

Can contracting out appreciation, or allowing technology to do the thanking for you ever be effective?

白说,如果做得好的,奖励和表彰在改善缺勤率,减少员工流失率方面有积极成果。但是,更常见的错误是在执行方面。

例如,自顶向下,业务范围的奖励和表彰程序“自动感知破坏真实性”,他说。 “或者当感谢来自谁的人有到收件人没有关系,这就很清楚,这是一个组织的行动,而不是从一个人到另一个人。” 

Thanks communicated to a team isn’t always effective either, particularly when it ignores the person who stayed late to get the project over the line.

White advises companies to get input and feedback from staff about how they receive thanks.

根据heslin“表示赞赏的金标准方法是指出正是有人做的很好,有什么积极的影响它有,为什么这种影响的事项。我们经常有机会与人建立沟通的桥梁 - 与否。这一切都取决于我们是否做一颗感恩的优先级“。

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