Question
Question 6
“A happy team is a productive team.” Explain the thinking behind this management mantra and set out how far you agree with it. Justify your answer with reference to published research.
Solution
Question 6
The noted management mantra is affirmed in CIPD (2018) which had focused on evaluating more than 70 studies and noted existence of a major correlation of happiness and teams performance. Also, the findings were in line with Forbes (2022) highlighted that happier employees end up staying for a long period in their job roles. This is while approximately 20% of the least happy staff being double likely to leave their job roles in the next quarter as opposed to 20% of happy employees. For the purpose of evaluating the thinking beyond mantra, different issues of consideration could be prioritised. These are;
Organisation Loyalty and Low Turnover– As evidenced in Barkhuizen and Gumede (2021) findings, it is evident that the employees retention rate of approximately 90% or more are noted as significantly improving an entity productivity level. In this case, entities need to make sure they are maintaining a high-level turnover rates which is 10% or less. Additionally, Altonji et al. (2020) note that by increasing the scope of employees retention, an entity at the end make costs savings as replacing the employees leaving an entity could cost more than 120% for their annual remuneration. For the MNGHA organisation, through an improvement of employees happiness, approximately 70% of their roles completion prior their assigned timelines is in place where experiences staff and technical experts are retained. Late last year, MNGHA organisation had conducted an internal survey and noted that the employees relations has been in an increase of more than 60% and entire trust levels of the employees to the management being two- times. Considering the resources saving from the organisation HR who are retained and increased performance, they are channelled towards an increased presence in Saudi Arabia healthcare sector.
Therefore, from a personalised experience level operating a people practice professional in MNGHA, it is clear that happy team is also productive. The scope of productivity is harnessed through the organisation increasing the overall employees happiness appropriately positioned to direct majority of resources in in their practices. Hence, when organisation loyalty and turnover lowered, an agreement with this management mantra is at 100%.
Short and Long-term Goals Achievement– In the contemporary significantly competitive business sector, sustainability and increased performance has a correlation with both short and long-term goals attainment. Conversely, accomplishment of short and long-term goals promote motivation levels to working extra hard as they improve their happiness. As evidenced in Garcia-Buades et al. (2020), the relationship is noted by the view that by increasing employees happiness, an increase in costs and time efficiency is evident. This is while leveraging on an increase on market dominance and profitability. For example, a major goal pursued by MNGHA entail making sure they achieve an increased quality of healthcare in Saudi Arabia in their target to achieve vision 2030. To achieve this, they have been able to attract highly satisfied customers, reducing overall stress and anxiety of their staff and providing good future direction. Therefore, I am in a full agreement to the view that initiating approaches guaranteeing increased employees happiness is important. This end up assisting attainment of 95% successful organisations. Through a successful goals linking to productivity, failing in engaging highly happy staff could be an indicator of challenging organisation performance.
Lower employees pay claims and sickness off-days– In line with Min et al. (2019) findings, considering prevalent legislations, employers need to pay their employees who are abled differently or face work injuries. These injuries could be in the form of physical and mental health issues. For example, in a research in Dore (2019) had found that approximately 10,000 employees in Australia post issues on compensation due to physiological injuries. This is while 75% of claims contributing to employees going for one full week off work. Additionally, the entire costs are cumulative leading to $500 million. Further, CIPD (2022) identified increase in absenteeism as leading to impact on employees productivity. Therefore, success in lowering claims of employees pay and sickness absenteeism impact productivity with employees happiness being a priority. For MNGHA case, to achieve this, in healthcare services provision specifically in COVID-19 pandemic, they pursue stress management initiatives and time management. In particular, from COVID-19 pandemic times, for non-technical job roles have established flexitime in the form of flexible work opportunity. This has been on the rise with performance improved and ability to leverage on competitive advantage. Today, while working as a people practice professional, I ensure that I manage a mental health linked wellness initiative for success in my practice. Therefore, I am in full agreement that improved employees happiness has a direct impact on performance increase.
Improving Customer Services Delivery– In line with Wolter et al. (2019), there prevail a direct relationship of improving employees happiness and clients services provision. This is while high clients services provision contribute to an increase in performance of organisations. Primarily, in my personal experience, my practice as a people practice professional, having unhappy employees has a direct impact on employees unhappiness levels. This also contribute to challenges with employees performance levels. Further, in Aburayya et al. (2020), positive clients experiences contribute to repeated business for an entity being a future best practice. For MNGHA organisation practice, by having happy employees, customers sourcing various operations in their clusters had a significant increase. With the increase in performance, this is noted to include 100 more KSA by use of new systems which are in an increased level of operations. The increased performance/productivity is associated with an increase in customers interests and needs beyond any issue.
Happy Employees Building Collegial Work Practices-….
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