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In many U.S. offices, employees have misconstrued the role work friends are meant to play in their lives—likely the result of our need for social connectivity plus the popularity of boundaryless ...
Workplace friendships lead to more cohesive work groups, more satisfied and committed employees, greater productivity, greater goal attainment, and increased positive feelings about the organization; they can make enjoyable or unenjoyable tasks more pleasant and are a factor in preventing employee turnover. [5]
A few examples are paying their employees fairly; recognizing their employees for new ideas, exceptional work, etc.; promoting their employees when they deserve it; providing job security as incentive to remain with the organization; encouraging autonomy to correspondingly increase production and morale; reduce stress when made aware of it; and ...
Frequently overlooked are employees' unique personalities, needs, motives, interests and goals, which interact with organizational factors and interventions to influence engagement levels. On the other hand, some employees will always be more (or less) engaged and motivated than others, as the recently operationalized construct of drive implies ...
While nurturing long-distance friendships takes work, the payoff is worth it, experts say—and even small gestures like those that are meaningful to Agresta can keep bonds alive.
Successful ERGs will combine business and employee goals to provide maximum benefit. Some general common practices of these include: providing cultural support and diversity insight in company products, missions, or methods; developing products and branding for diverse target markets; and building company reputation through active community involvement.