Task 142: Divide Into Small Groups Of Five To Seven Persons

Task 142 Divide Into Small Groups Of Five To Seven Persons Select A

Divide into small groups of five to seven persons. Select a group discussion leader and a person to record responses. Use the brainstorming guidelines to conduct a five-minute brainstorming session on the following topic: Employees in large companies often complain that personal worth perception is low. They feel that the company does not overtly reward them for their contributions and set procedures that allow them to be most productive and creative. Based on this problem, complete the following tasks:

a. Brainstorm how the company can reward efforts and increase the perception of personal worth other than issuing pay increases.

b. Use nominal group technique to find the best solution to the employee personal-worth perception problem. Consider the solutions from the brainstorming activity and select the "best" solution from that set.

c. Use consensus decision making with the goal of selecting a solution to the employee personal-worth perception problem to which all members of the group can commit.

Paper For Above instruction

Introduction

In today's competitive corporate landscape, employee perception of personal worth significantly impacts organizational productivity, morale, and retention. Large companies often grapple with the challenge that employees feel undervalued due to limited rewards beyond monetary compensation and procedural limitations. Addressing this issue requires innovative approaches to recognition, motivation, and engagement. This paper explores strategies to enhance perceived personal worth through non-financial rewards, applies the nominal group technique (NGT) to identify the most effective solution, and discusses the importance of consensus decision-making in implementing organizational change.

Strategies to Reward Efforts and Increase Perception of Personal Worth

Rewarding employees extends beyond traditional monetary incentives. Recognizing efforts and contributions can take various forms that foster a culture of appreciation and motivation. One approach involves implementing formal recognition programs, such as employee of the month awards, peer-to-peer acknowledgment systems, or leadership commendations that publicly highlight outstanding contributions. For example, companies like Google and Microsoft employ peer recognition platforms that empower staff to recognize colleagues' efforts, enhancing feelings of value (Bohnet, 2016).

Another strategy is providing developmental opportunities, such as training programs, skill enhancement workshops, or leadership coaching, which demonstrate organizational investment in employee growth (Kuvaas, 2006). When employees perceive that their employer invests in their development, they associate this with recognition of their potential and worth.

Flexible work arrangements and autonomy in task completion also serve as non-monetary rewards. Granting employees control over their schedules or involvement in decision-making processes signals trust and respect, increasing their sense of personal worth (Liden et al., 2006). Such practices are particularly vital in enhancing intrinsic motivation and fostering a feeling of contribution.

Creating a supportive work environment that encourages collaboration and inclusivity further enhances perceived worth. For instance, inclusive decision-making forums or team-based recognition practices elevate collective achievement and individual acknowledgment (Nembhard & Edmondson, 2006). Additionally, providing meaningful feedback and regular performance discussions reassures employees that their efforts are noticed and valued (London, 2003).

Applying Nominal Group Technique (NGT) to Identify the Best Solution

The NGT is a structured method that facilitates democratic participation and consolidates diverse ideas, leading to the selection of the most effective solution. In the context of improving employee perceptions of personal worth, the process begins with individuals silently generating ideas based on the brainstorming session. Each member then presents their suggestions in a round-robin manner, ensuring all voices are heard without influence from dominant group members (Delbecq et al., 1975).

The recorded ideas are then clarified and discussed for understanding, but not evaluated at this stage. Subsequently, participants independently rank or vote on the options, and the aggregation of these rankings identifies the highest-rated solutions. This quantitative aspect ensures objectivity and collective endorsement, minimizing bias (Van de Ven & Delbecq, 1974).

For example, if the brainstorm yielded ideas like enhanced recognition programs, development opportunities, flexible work, and participative decision-making, participants would rank these options. Assuming the top-ranked idea is a robust recognition system, it reflects the group's consensus on the most promising approach to improve personal worth perception.

Consensus Decision-Making for Implementation

Following the identification of the optimal solution, implementing change necessitates consensus decision-making to secure buy-in and commitment from all stakeholders. This participative approach involves open discussions, addressing concerns, and collaboratively refining the chosen strategy until unanimous agreement is achieved. Such consensus fosters shared ownership, reduces resistance, and enhances commitment to execution (Rowe & Frewer, 2005).

For instance, if the selected solution is a peer recognition platform, the process involves engaging employees across departments to customize the program, establish criteria, and define procedures. Open forums, surveys, and pilot testing allow group members to voice opinions, suggest modifications, and oversee pilot phases. When consensus is reached, management can roll out the program with collective support, ensuring it aligns with organizational culture and employee expectations (Katzenbach & Smith, 1993).

Conclusion

Enhancing employees' perception of personal worth in large organizations involves multifaceted strategies that transcend monetary rewards. Formal recognition, developmental opportunities, flexible work policies, and inclusive culture are pivotal in fostering a sense of value. Applying structured decision-making techniques, such as the nominal group technique, ensures diverse input and objective selection of solutions. Furthermore, consensus decision-making secures organizational commitment and facilitates effective implementation. Ultimately, these approaches contribute to a motivated workforce, improved morale, and sustained organizational success.

References

• Bohnet, I. (2016). What works: Gender equality by design. Harvard University Press.
• Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. HarperBusiness.
• Kuvaas, B. (2006). Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational Behavior, 27(3), 365–385.
• London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance improvement. Routledge.
• Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2006). An examination of the mediating role of psychological empowerment on the relations between staff empowerment and job satisfaction. Journal of Applied Psychology, 91(4), 846–856.
• Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts. Journal of Organizational Behavior, 27(7), 941–966.
• Rowe, G., & Frewer, L. J. (2005). A typology of public engagement mechanisms. Science, Technology, & Human Values, 30(2), 251–290.
• Van de Ven, A. H., & Delbecq, A. L. (1974). The effectiveness of nominal, Delphi, and interacting group decision making processes. Academy of Management Journal, 17(4), 605–621.