By;- Mahmoud Shakria

3. General objective
At the end of this session each participant will be able to
identify,
create and determine factors affecting work environment.
Specific objectives
At the end of this session each participant will be able to:
• Define positive work environment.
• Discuss Importance of building a healthy and safe
environment.
• Mention Classification of motivation theories.

4. out line
• Introduction
• Define positive work environment
• Mention elements of a positive work environment
• Discuss motivation of the staff
• Enumerate theories of motivation

5. • Discuss ways of creating and building a positive work
environment
• Compare between signs of positive and negative work
environment
• References

6. Introduction
Healthy work environments are defined as a work setting
where “employees are able to meet organizational objectives
Leaders who paid attention to building relationships and cared
about their people, as individuals , earned the trust and
respect of others.

7. Definition of a positive work environment
A positive work environment is not only important for our
physical, mental and emotional health, but is also important
for the results that we produce for the company. The better we
feel at work, the more likely we will take pride in our job
activities and be loyal towards our place of employment.

8. Creating a healthy work environment is a leadership
imperative, a safe, clean environment that reduces nurses’
fatigue and stress, enhances mental acuity and alertness and
supports interdisciplinary collaboration.

9. The elements of a positive work environment
There are ten elements that together contribute to a positive
work environment.
Strategic elements
Operational elements

10. Strategic elements
vision and values: inspiring staff to work towards a
compelling shared goal
leadership and accountability: influencing others'
behavior, decisions and actions and accepting responsibility
for outcomes
organizational communication: freely sharing relevant
information about work with colleagues operational elements

11. Operational elements
recruitment and selection: selecting those with the right
skills and organizational fit
learning and development: keeping skills and knowledge
up to date and preparing for career advancement
Human Resources policies and strategies: employing
work practices that balance organizational and individual
needs

12. workflow management: having the right mix of skills,
support and resources to complete tasks to the right standard
performance management: agreeing on what is to be
achieved during the year and how it will be achieved
risk management: identifying, evaluating and minimizing
risks
workplace dispute systems: resolving conflict between
individuals fairly and promptly

13. Motivation of Staff
Motivation is what makes people tick: the needs, desires, fear,
and aspirations within that makes you do what you do. It is the
why in human behavior

14. The individual needs
The needs of an individual are important motivators. The
significant individual needs are:
Need for Power: Which results in a strong desire to influence staff
stimulate them to work
•The need for achievement results in a desire to do something better
or more efficiently than others
•Need for affiliation: - Some people derive pleasure from being loved
and tend to avoid the pain of being rejected by social group.

15. Theories of motivation

16. Content Theories:
Content theories emphasize individual needs or rewards that
may satisfy those needs. The content theory of motivation
mainly focuses on the internal factors that energize and direct
human behavior.
The most noted of the need theories were Abraham Maslow,
Clayton Alderfer, and Frederick Herzberg. (Harris, 2004)

17. Maslow’s Theory:
Maslow’s theory is frequently used in nursing to provide an
explanation of human behavior. Maslow identified five
hierarchical needs.
A lower-level need controls behavior until it is satisfied and
then the next higher need energizes and directs behavior The
hierarchy arranged from the lowest to the highest level, a

19. Alderfer Theory:
Alderfer suggested three, rather than five, need levels in his
existence-relatedness-growth theory where existence needs,
includes both of physiological and safety needs, relatedness
needs include Maslow’s belongingness or social needs and
growth needs includes the need to self-esteem and self-
actualization.
This theory is similar to Maslow’s in that it assumes that the
satisfaction needs on one level activates a need at the next
higher level

20. Herzberg Theory:
Herzberg’s two-factor theory explains motivations as a function
of job satisfaction.
Herzberg reported that there are two dimensions to job
satisfaction: motivating factors and hygiene factors, where
hygiene factors according to Herzberg cannot satisfy
employees but can minimize dissatisfaction, if handled
properly.
Hygiene factors include company policies, salary,
interpersonal relations

21.  Hygiene factors  Motivators Factors
 Salary and benefits
 Supervision
 Working conditions
 Interpersonal relationships
 Hospitals Policy and
administration
 Achievement
 Recognition
 Responsibility
 Advancement

22. ways to create building and sustaining a positive work
environment:
There are several things a leader/manager can do to make your
work environment a positive one and to facilitate a feeling of
cooperation, teamwork and joy among your staff. Some of
these are:

23. Build Trust
Trust is the basic tenant for all relationships, so building an
environment of trust is one of the most important things.
The unfortunate thing about trust is that it takes a long time
to build, but it's very fragile and will break easily.
Once broken, it takes an even longer time to regain

24. Confidentiality
is critical in all aspects of job. Level of trust employees' will be
determined by how well leader keep confidences. This applies
to never discussing one employee with another, except in
positive terms. Any problems you are having with a team
member must be kept between you and that employee, and
your supervisor .Good manager never talks negatively about
his/her team.

25. Communicate positively and openly.
• Encourage open communication by openly sharing
information and knowledge.
• Employee needs to feel valued. This is best accomplished
through your listening to each person and honoring each
one for what s/he has to say.
• Find out what is in the minds and hearts of people.

26. • Ask Employee for their suggestions and opinions
• leader share own vision of how see everyone working
together.
• Support and encourage knowledge and information sharing.
• Conduct monthly chats, establish Web sites.
• Reward and recognize behaviors that support and encourage

27. • Also share work ethic, commitment to the job and facility,
and values.
• Showing up on time and with a positive attitude
• “Focusing on work and leaving personal issues outside the
workplace.” Seeing your work as an opportunity for
continuous personal growth and lifelong learning.

28. 3. Expect the Best from Your Staff
• There is a concept called 'The Self-Fulfilling Prophecy'
which states that people generally will perform in the way
others expect them to perform. So, if leader have high
expectations for staff, treat them as if they are capable,
competent people

29. 4. Create Team Spirit
• One of our basic human needs is to feel we belong to
something bigger than ourselves, and for many people that
need is met by being part of a supportive work group.
• Charter the group or team, including defining the purpose,
goals and objectives, norms for operating together, and
how to hold people accountable.

30. There are many ways a
supervisor can foster team
spirit Some of these are

31. • Give verbal and written communication to individuals
• leader create a feeling of unity among staff.
• Encourage an attitude of cooperation rather than
competition.
• Make sure team members know a bit about each other's
personal life by setting aside 5 minutes at each staff
meeting to have one person tell about something positive
that's happened in their life in the past month.

32. • Find reasons to celebrate together, such as birthdays
• ask staff what they need from to make their job more
satisfactory
• Ensure that humor is part of the daily work environment
(keeping good taste in mind, of course).

33. • Do problem solving and awareness exercise at staff
meetings. For example: Have staff members each write a
list of 10 things that are important to them, and then have
the person next to them cross off one thing. Then talk
about what it feels like for them to lose this thing from
their life, and relate it to what the residents may be feeling
about all they have lost as they age

34. • Give Recognition and Appreciation
• Be free with recognition and praise people for good
performance.
• Show appreciation by giving additional responsibility and
authority.
• Give recognition and appreciation to everyone at every
opportunity.
• Recognizing excellent job performance and attitude, and
showing appreciation for these things .

35. 6. Give Credit and Take Responsibility
• Always give credit for success to staff, and take
responsibility when things don't go well.
• As the boss its job to make sure staff is well trained, capable
and competent.
• Sure that team receives further direction and training so
they will perform up to standards.

36. 7. Be Approachable
Always present an attitude of approachability to staff and
customers by :-
• Indicate to manner that is available and happy to speak
with people from all levels and positions.
• Prepare to listen to whatever they want to share
• leader or mangers smile and make eye contact with
everyone pass when walk through the work .
• Act in a friendly manner, call people by name

37. 8. Provide a Positive Physical Environment
If at all possible insure that the physical environment on your
workplace is clean, bright, attractive and cheerful.
Make sure it has as much natural light as possible, and that
each staff member has room for their own personal space.

38. 9. Make Staff Evaluations a Positive Experience
• One of the important role and responsibility as the
manager is to support the employee through evaluation
process.
• Staff evaluations should be a positive experience for staff
members
• It's also a good time to thank them for participating by
bringing their special characteristics and talents to the unit

39. 10. Introduce new learning opportunities.
• Provide ongoing training and development for both content
and/or technical skills and soft skills.
• Give people tough jobs and tasks that expand their skills,
and assignments that demand creativity.
• Encourage and challenge them to take risks and step
outside their comfort zone.

40. 11. Make It Fun
Everyone wants to be where people are having fun, so make
your workplace feel happy and festive. Find reasons to
celebrate together, such as birthdays, birth of a baby or
grandchild, moving into a new house, etc., having small
parties to celebrate these events.

41. Signs of a Negative Work EnvironmentSigns of a Positive Work Environment
• The boss is unfriendly.
• The boss is critical.
• There is high employee turnover.
• There is low employee morale.
• People watch the clock.
• People don't get much performance
feedback.
• The boss demonstrates interest in the
employees.
• The boss has an encouraging attitude.
• Employees like working there.
• There is evidence of company pride and
loyalty.
• People know where they stand with their
supervisors.
Signs f a Positive and a Negative of Work
Environment

42. References
• Alan L. Olsen. Creating a Positive Work Environment. June 13, 2011 ¬ 6:33
• Ayling, Diana. “Defining workplace harassment: who is the bully?”, in
New Zealand Journal of Applied Business Research, vol.1 (1), 2002.
• Beale, Diane. “Monitoring bullying in the workplace”, in Building a
Culture of Respect: Managing Bullying at Work”, edited by Noreen
Tehrani. London: Taylor & Francis, 2001, pp. 77-94.
• Daniel O'Brien .Creating a Positive Work Climate.Ascension Health
bases its human resources policies on church social teaching. Vol. 3, No.
10, October 2003

43. • Garrett Coan :How to Create a Positive Work Atmosphere
http://www.creativecounselors.com and
http://EzineArticles.com/?expert=Garrett_Coan
• Jaynelle F. Stichler.Creating a Healthy, Positive Work Environment :
2009, AWHONN.Nursing for Women’s Health .Volume 13 Issue 4
• Michael Wintringham :Creating a Positive Work Environment Respect
and Safety in the Public Service Workplace. State Services.Olsen,
2002(b), p27
• Walker, Vivienne. “A proactive approach”, in Building a Culture of
Respect: Managing Bullying at Work”, edited by Noreen Tehrani,
London: Taylor & Francis, 2001, pp. 117-134.
• . (Eysenck, 2000; Hunnigan and Coffey, 2003; Chitty, 2005; Sullivan and
Decker, 2005; Marquis and Huston, 2006).