Creating a Culture of Workplace responsibility

The Lawrence - Creating a Culture of Workplace responsibility

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In an earlier description we defined responsibility as being answerable for your actions or lack of actions. It's doing what you say you will do...doing what you have agreed to do, even when it means going face of your relax zone. It is a serious matter because without systematic responsibility in an society there is minute chance of high performance.

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What happens where there is a lack of accountability? Nonperformers thrive while the diligent staff picks up the slack. The stress level rises, transportation drops and territorialism is rampant.

How does an society go about creating a culture of responsibility where everyone agrees to work together for the good of the society and as a matter of fact does so. The culture of a company takes on an element of responsibility when employees are self-motivated to lead to the extensive success of the company. Throughout history however there have been many examples of companies that relied on threats and intimidation in order to assure accountability. This works so long as the supervisor is all the time gift with a gun to everyone's head to assure compliance. When the overseer turns his/her back however, the employee's behavior may revert to something less than accountable. This kind of work environment fosters an adversarial relationship between administration and line workers where the best case is that line workers will only do the minimum level of production in order to avoid getting fired.

So, the acceptable of responsibility must rely on something other than external control. Experts have noted that organizational success happens when all staff are focused on the same goal. But how does this happen? First of all, everyone needs to hear what the organization's mission, foresight and goals are...and hear about it repeatedly. This necessitates a lot of interaction between administration and line staff. The second part of these conversations includes a definite plan for everyone in the society to ensue in order that their piece of meeting the organizational objective is followed. everyone from top to lowest should feel like they own an important piece of the process in order for the organization's extensive goal to be achieved. They should see that their job and the way it is done makes a difference. This awareness should guide their work behavior from one hour to the next. company leaders need to help everyone see what definite behaviors will lead to the company realizing its goals and which ones will sell out the possibility of that happening. When achieving the company's goal becomes important to the worker so that it drives definite behavior, responsibility levels tend to be very high and remain so on a consistent basis. Finally, employees need quarterly feedback about how the company is doing and about the importance of their efforts to organizational success. When success is not achieved, leaders need to search for systemic reasons why rather than look for some worker to blame. Success on the other hand needs to be recognized, celebrated and rewarded.

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