Follow the pulse of wellbeing in your organisation
Monitor and create lasting change
Employee well-being with IPA Well-being
The findings on well-being indicate that organisations want to create an environment where people are engaged in their jobs. It is therefore necessary to ensure that creative and talented employees see their work as meaningful.
Secondly, organisations want to create an environment where people have autonomy and feel able to make the decisions that affect the quality of their work, rather than having managers make most of the choices for them.
Finally, and most importantly, organisations will try to ensure that opportunities for task variety are present, meaning that an individual’s work should not be so monotonous that it does not stimulate thought and demand attention
Well-being
Take the pulse of your employees
With 1-2 monthly employee surveys, you get actionable insights into the psychosocial work environment.
MONITORING
Monitor the work environment
With regular employee surveys, you can gain insight into the working environment and ensure a high level of engagement and employee well-being.
CHANGE
Understanding your employees
Get data and insights directly and in real time from your employees so you can act on facts and create valuable change.
12 happiness factors for employees
What is important for creating a motivating work environment and whose job is it to create it?
– Research points to 12 factors.
Which factors are most important and who is actually responsible for creating a motivating work environment in today’s organisations? Is it the responsibility of the line manager? Is it the responsibility of top management? What role do individual employees play in the process?
These are just some of the questions posed in a recent survey conducted by Training Magazine and The Ken Blanchard Companies as part of Blanchard’s ongoing research into factors that drive employee job satisfaction. More than 800 Training Magazine readers took part in the survey, expressing their thoughts on four key questions.
5 x Job factors
AUTONOMY
IN THE JOB
The extent to which employees feel empowered to make decisions about their work and tasks, in control of their work, and confident in their ability to achieve their goals.
MEANINGFUL
WORK
The extent to which employees perceive their jobs as important inside and outside the organisation and of lasting value to themselves and others.
PERSONAL
FEEDBACK
The extent to which employees perceive an environment in which they receive timely, relevant and specific information on their performance.
WORKLOAD
BALANCE
The extent to which staff feel that their workload is proportionate to the time they have to complete it.
VARIATION I
THE TASKS
The extent to which employees feel that the work they do and the actions they take to do it vary enough to fulfil their motivational needs.
5 x Organisational factors
ORGANISATIONAL
COOPERATION
The extent to which employees perceive that cooperation is more important than competition between individuals within a business unit and/or across departments within the organisation.
EXPECTATION
PERFORMANCE
The extent to which employees perceive that the outcome of their work is performed to a certain level of quality and quantity.
PERSONAL
GROWTH
The extent to which employees feel that the organisation creates opportunities for both career and job growth.
ORGANISATIONAL
JUSTICE
The extent to which employees perceive decisions as fair and reasonable, with equal application of rules for all.
EMPLOYMENT
COMPENSATION
The extent to which employees perceive inputs versus outputs equally in terms of effort to reward.
2 x Relational factors
RELATIONSHIP
WITH COLLEAGUES
The extent to which the individual perceives he or she has rewarding interactions with his or her colleagues.
RELATIONSHIP
WITH THE MANAGER
The extent to which the individual perceives he or she has a supportive and personalised relationship with his or her manager.