Respect forworkers refers to their treatment at the workplace regardless oftheir characteristics or performance (Pierce & Newstrom, 2008).On the other hand, employee recognition involves considering theircontribution towards the achievement of a particular goal within theorganization. Even though respect differs from credit, these twoelements are critical in ensuring that workers feel valued andmotivated by their fellow employees, seniors, and even the employer.They are crucial for the smooth running of an entity and have adirect correlation to an employee`s output at their workstation.
Respectcompares to motivation because these two factors are necessary forthe achievement of the organization goal (Sirota, Mischkind &Meltzer, 2005). Initially, employees need to feel valued, and oncethe organization fulfills this need, they look forward to recognitionfor services rendered. As such, for one to be rewarded for theirperformance there is an element of respect within that organizationsince such reward is a reflection of efforts made in a respectfulenvironment.
Whereas respectdoes not involve any financial gains, employee recognition may bethrough advancing them monetary rewards for specific performance atthe workplace (Pierce & Newstrom, 2008). Hence, the differencebetween these elements is in that fact that the former does notinvolve performance or emolument but only requires fair and equitabletreatment of the individual. Employee reward on itself has a monetaryor extra privilege associated with it based on one`s job evaluation.Such is the contrast between the two elements.
Camaraderie isthe feeling of warmth, friendliness, and acceptance at the workplace(Sirota, Mischkind & Meltzer, 2005). It is an essentialcomponent of employee relations, and its abundance in an entitycreates cohesive and peaceful relations among the employees. It iscrucial for employers to value and even promote camaraderie for thereasons discussed below.
A proper workenvironment functions as a community. Various people in theorganization tend to share interests beyond work like hobbies or evenlove for their families. Such common factors bring people closer toeach other hence promoting cooperation in their activities within andoutside their workstations.
Besides, anemployee`s ability to overcome complex situations at the workplace isa direct relation to the support they get from their colleagues(Pierce & Newstrom, 2008). A supportive work environment ensuresthat people can navigate through stressful situations with more easein comparison to an unsupportive workplace. As such, promotion ofcamaraderie in the workplace is a positive development since itcreates a unified workforce that is better placed to cope withemerging challenges.
Camaraderiepromotes unity and teamwork in the organization (Sirota, Mischkind &Meltzer, 2005). Employees tend to feel valued and create bonds thatcan even rival family. Since this social element builds cooperativerelationships in the organization, it is crucial in developing teamsat the workplace.
Self-managedteams are essential in an entity due to various factors (Pierce &Newstrom, 2008). For instance, such teams tend to maintain a strongfocus on their objectives in comparison to other teams. Besides, suchgroupings tend to explore new avenues of problem solving and valuethe quality of their output since they are internally motivated.
Self-managedteams are also cost effective (Sirota, Mischkind & Meltzer,2005). If they work efficiently, they eliminate management expensessince the organization does not have to set aside resources for sucha role. Additionally, such teams are time effective since they lookinto their membership for solutions rather than waiting fordirections from managers. Conflict resolution is easy for aself-managed team. Self-managing accords individuals within theentity the chance to assume greater responsibilities, which is amotivational aspect.
Some employeesmay dislike such teams due to their lack of clear command chain(Pierce & Newstrom, 2008). As such, continued success could causerecklessness in the team hence the dislike of such arrangements bysome workers. Besides, an employee could be having difficultiesadapting to the team hence their reluctance to participate inself-managing teams. Another factor could be the lack of unity at theworkplace.
Pierce, J.L., &Newstrom, J.W. (2008). The Manager’s Bookshelf: A Mosaic ofContemporary Views. New Jersy, NJ: Prentice Hall
Sirota, D.,Mischkind, L.A & Meltzer, M.I. (2005) .The EnthusiasticEmployee: How Companies Profit by Giving Workers What TheyWant. Philadelphia, PA: Wharton School Publishing.