Improve Employee Satisfaction Research Articles

Assessing the Impact of a Hybrid Work Model on Job Execution, Work-Life Balance, and Employee Satisfaction in a Technology Company

This study delves into the hybrid work model, focusing on the perspectives and experiences of employees within a Quezon City-based Technology Company specializing in industrial software and engineering. It contributes to the organization's goal of being a "Great Place to Work" by adapting to change while valuing well-being. The organization is deeply dedicated to creating a workplace where employee well-being, career growth, and overall happiness are top priorities. The study surveyed 354 employees to understand the impact of the hybrid work paradigm on individual and team deliverables. The study found that 84.4% of respondents believed the hybrid work model was effective in various ways. This includes job execution and teamwork, work-life balance and satisfaction, communication and collaboration, and overall experience. The survey result showed that the model is widely praised for its flexibility, improving work-life balance, and job satisfaction. Respondents agree that the hybrid model balances professional and personal well-being despite managerial expectations and workloads. The study also emphasizes the importance of communication in hybrid work teamwork. The research recognizes the benefits of remote communication tools but stresses the importance of face-to-face interactions, collaborative engagements, and team dynamics. The result of this study can be used to bring in new ideas and potential growth for the company, allowing it to develop innovative strategies and improve employee satisfaction. Embracing the concept of the hybrid work setup is a catalyst for success and ensures the well-being of all stakeholders.

A Study on the Performance of Employees in the Banking Sector and its Impact on the Organizational Health

Purpose: The enactment of workers in the banking sector is intricately linked to the organizational health of the institution. Nurturing a work environment that prioritizes employee well-being, promotes collaboration, and supports growth can lead to improved employee performance, enhanced customer experiences, and ultimately, sustainable success for the bank. To explore two interconnected aspects that play a pivotal role in the banking sector: employee performance and the impact of organizational health. The performance of employees within a banking institution is not only a reflection of their individual capabilities but also an outcome of the organizational environment in which they operate. Design: This research implemented the case study method by using an imaginative research design. Secondary data has been collected and analyzed to find out the factors affecting the Banking sector. Findings: The findings regarding employee performance in the banking sector and the impact of organizational health underscore the symbiotic relationship between engaged employees and a thriving organization. As the industry continues to evolve, recognizing the significance of fostering a supportive work culture and prioritizing employee well-being emerges as a strategic imperative. By cultivating a positive organizational environment, banks can elevate employee performance, enhance customer satisfaction, and position themselves for sustainable success. Studies indicate a strong connection between organizational health and employee performance in the banking sector. Banks with healthy work environments tend to achieve better financial results due to improved employee satisfaction, enhanced customer relationships, and efficient operations. Originality/value: This study includes a detailed analysis of the performance of employees in the Banking Sector and the impact of organizational health. Paper Type: Conceptual Research.

Involving HRM Indicators on Firm Financial Performance: Correlation Study Between Social Factors, Work Environment, and Job Satisfaction

The purpose of this paper is to explore the relationship between factors such as job satisfaction, social factors, and work environment, and their impact on an organization's financial performance. This paper is based on a review of existing literature on the relationship between employee happiness and satisfaction and financial performance. Various theories, such as Expectancy Theory, Locke and Latham's Job Satisfaction Theory, and Fredrick Herzberg's Job Satisfaction Theory, are used to support our findings and analyze based quantitative with SMART-PLS to answer the hypothesis. The study results show that Job satisfaction has a positive impact on financial performance. Increased job satisfaction can reduce employee turnover, increase productivity, and reduce recruitment and training costs. Social factors, such as a positive organizational culture, effective communication, social support, and team diversity, also affect financial performance by creating a more dedicated and motivated workforce. Social factors also have a positive and significant effect on job satisfaction. Positive relationships with coworkers and superiors, good communication, and social support contribute to higher job satisfaction. A good work environment, including a comfortable physical environment, a positive work atmosphere, healthy employee relations, supportive company policies, and a positive work culture, contributes to employee motivation and company performance. This paper highlights the importance of factors related to employee happiness and satisfaction in achieving better financial performance. It provides managers with insights on how to improve employee satisfaction, build a positive organizational culture, improve communication, and create a supportive work environment. The findings also contribute to the existing organizational and management theories by emphasizing the significance of psychological and social factors in predicting financial performance.

Analysis of the role of servant leadership on employee’s job satisfaction mediated by leader-member exchange style among employees in the private higher education sector in Kuwait

A growing body of literature explores the underlying mechanisms and processes that enable servant leadership to impact organizational performance, engagement, and outcomes positively. This research assesses the mediation role of leader-member exchange between servant leadership and job satisfaction among employees in Kuwait's universities. The study utilized a closed-ended survey that was distributed to 240 workers, with 205 valid responses received from employees working in two private higher education sectors in Kuwait. using Partial Least Squares-Structural Equation Modelling (PLS-SEM) was used for data analysis. The outcomes of the study demonstrated strong backing for the beneficial influence of servant leadership on leader-member exchange and job satisfaction. Furthermore, a positive correlation was established between leader-member exchange and job satisfaction among employees employed in Kuwait's private higher education sector. Moreover, the results partially validated the mediating effect of leader-member exchange in the relationship between servant leadership and employee job satisfaction. These results underscore the significance of integrating servant leadership principles into leadership approaches within this sector to improve employee satisfaction and overall organizational achievement.

Analysis of the role of servant leadership on employee’s job satisfaction mediated by leader-member exchange style among employees in the private higher education sector in Kuwait

A growing body of literature explores the underlying mechanisms and processes that enable servant leadership to impact organizational performance, engagement, and outcomes positively. This research assesses the mediation role of leader-member exchange between servant leadership and job satisfaction among employees in Kuwait's universities. The study utilized a closed-ended survey that was distributed to 240 workers, with 205 valid responses received from employees working in two private higher education sectors in Kuwait. using Partial Least Squares-Structural Equation Modelling (PLS-SEM) was used for data analysis. The outcomes of the study demonstrated strong backing for the beneficial influence of servant leadership on leader-member exchange and job satisfaction. Furthermore, a positive correlation was established between leader-member exchange and job satisfaction among employees employed in Kuwait's private higher education sector. Moreover, the results partially validated the mediating effect of leader-member exchange in the relationship between servant leadership and employee job satisfaction. These results underscore the significance of integrating servant leadership principles into leadership approaches within this sector to improve employee satisfaction and overall organizational achievement.

Looking after employees is high stakes for casinos: employee well-being in the gambling industry

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis study explores employee well-being in casinos, and finds that the economic benefits of working in a casino are offset by a highly challenging social, physical and psychological work environment and the psychological stress of handling customers who become aggressive when they lose. Casinos that want to retain skilled employees should look to improve employee satisfaction by reducing emotional stress and creating a more positive work environment.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Hotel Human Resource Management Strategy During the Pandemic---A Case Study of Hilton Hotel

As COVID-19 spreads, an increasing number of industries have become stagnant, especially the hotel industry. Considering safety hazards, lots of hotel employees tend to make a career change. Therefore, the labor shortage and rising operating costs of human resources have gradually become the major issues for the hotel industry under the pandemic. In this circumstance, it is of great significance for the human resource department to think about how to adjust the hotel business strategy, optimize the management structure and reduce labor costs. Taking the renown Hilton Hotel as an example, this paper describes how the hotel should adopt human resources strategies to effectively cope with the crisis brought by COVID-19 and seize new development opportunities in this context. Hilton Hotels is working hard to ensure guaranteed quality of service during the pandemic, lowering corporate labor costs, and earning higher profits.The specific practice is to improve employee satisfaction, launch new employment mode, use artificial intelligence and so on.

The Influence of Authentic Leadership and Organizational Culture on Performance through Satoria Pharma's Employee Satisfaction

The quality of human resources (HR) determines the success of an organization, both large and small. HR plays a role in planning, implementing and controlling the organization. The purpose of this study is to analyze whether there is an influence: 1) authentic leadership on satisfaction; 2) organizational culture on satisfaction; 3) authentic leadership on employee performance; 4) organizational culture on employee performance; 5) satisfaction not on employee performance; 6) authentic leadership on performance through employee satisfaction; and 7) organizational culture on performance through employee satisfaction. The study was conducted using probability sampling, with data collected from respondents consisting of employees at various levels and departments at Satoria Pharma. Using Slovin's calculation, the sample was found to be 75 respondents taken from a total of 300 employees. The research used a quantitative approach with the following results: 1) authentic leadership affects satisfaction; 2) organizational culture affects satisfaction; 3) authentic leadership affects employee performance; 4) organizational culture affects employee performance; 5) satisfaction has no effect on employee performance; 6) authentic leadership has no effect on performance through employee satisfaction; and 7) organizational culture has no effect on performance through employee satisfaction. The results of this research shed light on the factors that impact employee satisfaction and organizational performance in the pharmaceutical industry. The practical implication of this study highlights the significance of cultivating genuine leadership and fostering a positive company culture. Managers and professionals within pharmaceutical companies should prioritize the qualities associated with authentic leadership, such as providing a clear vision and guidance, practising integrity, actively listening to and empathizing with employees, and fostering a sense of unity in the workplace. Furthermore, companies should strive to establish an organizational culture that places value on positive corporate ethics, encourages and supports employee growth and development, and promotes social norms that align with these values. By implementing authentic leadership and creating a good organizational culture, pharmaceutical companies like Satoria Pharma can improve employee satisfaction and overall organizational performance.

Implementation strategies of a crm system from an endomarketing perspective to foster positive organizational behavior

A company with a strategic vision oriented towards business relationships seeks to adopt tools that help it achieve this goal. One of these tools could be Customer Relationship Management (CRM), which places the employee at the center of the organization, thus improving employee satisfaction and engagement. This, in turn, leads to optimized profitability and increased productivity in any type of business. Despite the existence of previous research on this topic, it is still necessary to deepen the analysis of the implications of the implementation of CRM tools.

Examination of Influential Factors Which Mitigate the Impact of Crisis on Employee Performance

Organizations & employees in Greece are affected by the on-going financial crisis which has far-reaching negative impacts on many aspects of the economic life. This paper examines the impact of the financial crisis on employee performance in Greece. Data is collected from a heterogeneous sample of employees from public and private sector. Participants report their job satisfaction and organizational commitment, the change of their working conditions and the problems they have experienced during the last six years since the crisis has started. Results show that pay and extrinsic satisfaction, as well as, job security and affective commitment are the factors influencing employee perception about the deterioration of working conditions. Furthermore, the findings indicate that employees in the public sector feel less satisfied with their payment, but equally insecure with private sector’s employees. Permanent and open-ended contract staff, as well as, full time employees are more secure and satisfied with their payment and more affective committed than people with more flexible type of employment. The results of this study indicate that it is important for managers to develop management policies to improve employee satisfaction and commitment as these relate to performance increase.

Compare and Contrast Command and Innovative Leadership Styles

The main source of knowledge creation and technology dissemination is an important means for enterprises to improve their competitiveness. More and more enterprises rely on innovation to improve their core competitiveness and gain new profit growth points, laying a solid foundation for the survival and development of Evergreen. The Influence of leadership on enterprise innovation. Leadership is considered to be the most critical one among many factors that affect the future development and success of an enterprise. Among the many factors that affect organizational performance and innovation behavior, leaders are generally considered to be the key factors to improve employee satisfaction and organizational performance, and to promote organizational change and employee innovation. On the basis of defining the basic meaning of leadership and leadership style, this paper integrates, combs and discusses the relationship between different leadership styles and employee innovation behavior and organization and team performance.

The Role of Hybrid-Working in Improving Employees' Satisfaction, Perceived Productivity, and Organizations' Capabilities

Objective: This study aims to identify the factors influencing employees' satisfaction and productivity in hybrid-working, such as reconciliation between professional and personal lives, flow experience, work flexibility, and organizational support. It also aims to analyze the effect of employees' satisfaction and perceived productivity on workers' intention to continue working hybrid in the future. Design/Methods/Approach: Data was gathered through an online questionnaire sent to potential participants. A total of 433 eligible respondents were collected for analysis. This study utilized Structural Equation Modelling (SEM) to examine the connections between reconciliation, flow experience, flexibility, organizational support, employee satisfaction, perceived productivity, and workers' intention to continue with hybrid work. Findings: Consistent with the hypotheses, reconciliation, flow experience, flexibility, and organizational support are positively and significantly associated with employee satisfaction and perceived productivity while working from home. Employee satisfaction and perceived productivity also positively and significantly influence workers' intention to continue with hybrid-work. Originality: This study combines motivating factors and factors that focus on the relationship between employees and organizations to develop the antecedents affecting satisfaction and productivity during work-from-home. The findings of this study contradict the previous research regarding the influence of productivity on workers' intention to continue with hybrid work. Both satisfaction and perceived productivity significantly affect workers' intention to work hybrid in the future. This implies that employees feel higher satisfaction and productivity when working from home, hence the inclination to continue this particular working method. Practical/Policy implication: Given the results, top management and HR professionals should consider, at the earliest possible, to start implementing hybrid-work in the organizations. The findings imply that employees intend to continue with hybrid-work because they feel higher satisfaction and perceived productivity while working from home. Also, organizations can observe what factors can improve employee satisfaction and perceived productivity while working hybrid and utilize that information to provide a better working environment for employees and organizations.

Corporate Social Responsibility: Micro Foundation Framework for High Employee Performance in a Developing Country

CSR is a strategy to realize sustainability. CSR needs to be understood based on a priority scale and objectives to build a solid organizational structure and ensure sustainable CSR implementation. In this regard, CSR implementation at the micro and macro levels needs further explanation. The study aims to analyze the effect of CSR on employee performance through assessment and job satisfaction using the micro foundation framework. This causal study surveyed 382 state-owned enterprises’ non-manager employees in Indonesia. The results demonstrate employees’ responses to internal and external CSR. Internal CSR, which primarily aims to improve employee performance, was found to improve employee satisfaction and engagement and lead to better performance more significantly than external CSR. Internal CSR had a higher effect on employee performance than external CSR. Compiling a scale of top priorities for corporate stakeholders became the leading choice to encourage long-term performance. The originality of this study is that the foundation of long-term performance ensures the corporation’s performance, and CSR lies in the strength of the microstructure at the individual level. The implementation of CSR based on the legal system requires paying attention to the scale of priorities based on the internal function of CSR in strengthening a corporation’s microstructure.

THE EFFECT OF WORK COMMUNICATION AND TEAMWORK ON EMPLOYEE PERFORMANCE AT THE BONTONOMPO 1 HEALTH CENTER OF SOUTH BONTONOMPO SUB-DISTRICT

This study aims to analyze the effect of communication and teamwork on employee performance at Bontonompo 1 Health Center, located in South Bontonompo District. Quantitative data was utilized for the research, with a sample size of 45 individuals. The study explored the relationship between work communication, teamwork, and employee performance to assess their combined impact on the organization's effectiveness. The findings indicated that both work communication and teamwork had a significantly positive influence on employee performance. The f-statistic value of 34.965 surpassed the f-table value of 3.23, with a remarkably low significance value of 0.000. This statistical result affirms the robust and meaningful impact of effective work communication and collaborative teamwork on enhancing employee performance. In a well-functioning workplace, clear and open communication channels foster seamless exchanges of ideas, feedback, and information among employees, supervisors, and teams. Moreover, the study highlights the importance of teamwork in achieving organizational objectives. When employees work together as a unified team, they share responsibilities, support each other, and pool their diverse skills and expertise, leading to higher levels of productivity and efficiency. Teamwork encourages collective creativity and problem-solving, which are invaluable assets in a dynamic and demanding work environment. The results of this study reinforce the idea that effective communication and teamwork are not only individually valuable but also interrelated and complementary factors in driving employee performance. Organizations that prioritize nurturing a culture of open communication and teamwork are more likely to witness improved employee satisfaction and engagement, ultimately contributing to enhanced overall organizational performance.

Integrating training for organizational sustainability: the application of Sustainable Development Goals globally

Purpose This paper aims to emphasize integrating training for organizational sustainability with the United Nation’s (UN’s) Sustainable Development Goals (SDGs). It shows how SDGs can be included in the training, development programs and incentives to promote sustainable practices. It guides organizations to set long-term sustainability objectives to stay competitive and adapt to changing conditions. Design/methodology/approach The paper conducts a review of the literature on the topic of integrating training for organizational sustainability with the SDGs. The research includes investigating the 17 SDGs and their specific areas of improvement, the benefits and challenges of integrating training for organizational sustainability with the SDGs and the best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs. Findings The findings of this study were obtained through a systematic review of literature on the topics of human resource development, corporate social responsibility, organizational sustainability and the integration of training to promote sustainable and ethical behavior. A total of 36 articles were selected from a pool of 120 articles identified through a comprehensive search of electronic databases such as Scopus, Web of Science and Google Scholar. The selected articles were analyzed in detail, and information from the UN was also incorporated into the analysis. The review focused on examining the impact of integrating sustainability training with the SDGs on organizational sustainability. The results of this analysis suggest that integrating sustainability training with SDGs has a positive impact on organizations. This impact includes promoting sustainable practices, improving employee satisfaction and productivity, reducing environmental impact and enhancing the organization’s reputation. The study found that regular progress reviews and long-term objectives are essential for organizations to remain competitive and adapt to changes. Originality/value This paper offers a comprehensive analysis of the 17 SDGs and how they can be integrated with training for organizational sustainability. It provides practical guidance for organizations on effectively incorporating the SDGs into their training and development programs, performance evaluations and incentives. The paper also includes case studies and best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs, making it an original and valuable resource for organizations looking to promote sustainable practices within their operations.

The Impact of HRM Practices on Employee Performance at the Ministry of Agriculture and Fisheries in Oman the Moderating Role of Organizational Justice

Purpose: The purpose of this article is to examine the impact of HRM practices on employee performance in the Ministry of Agriculture and Fisheries in Oman, as well as the moderating role of organizational justice in this relationship. Theoretical framework: This study integrates theoretical perspectives on HRM practices, organizational justice, and employee performance. It posits that HRM practices have a direct positive impact on employee performance, while organizational justice moderates the relationship between these factors and employee performance. Design/methodology/approach: A survey questionnaire instrument was employed to collect data from 387 employees working at Ministry of Agriculture and Fisheries Wealth (MAFW) department in Oman. For analyzing the data, the SPSS v23 and Partial Least Square SEM using Smart-PLS 3.3. 9 were used to test the proposed hypotheses. Findings: The results revealed that HRM practices have a significant positive impact on employee performance. Organizational justice was found to moderate the relationship between HRM practices and employee performance, highlighting the importance of fairness and equity in the workplace. Research, Practical & Social implications: The findings of this study provide valuable insights into how the Ministry of Agriculture and Fisheries in Oman can enhance its HRM practices to improve employee performance and achieve its objectives. The study's practical implications include the design of effective human resource management strategies that enhance employee performance and contribute to the organization's success. The social implications of the study include the creation of a positive work environment that promotes fairness and equity, leading to improved employee satisfaction and engagement. Originality/value: This study adds to the literature on the effectiveness of HRM practices and organizational justice in enhancing employee performance in a specific context, namely the Ministry of Agriculture and Fisheries in Oman. The study also highlights the moderating role of organizational justice in the relationship between HRM practices and employee performance, contributing to the literature on the importance of fairness and equity in the workplace.

The Silver Lining of Perceived Overqualification: Examining the Nexus Between Perceived Overqualification, Career Self-Efficacy and Career Commitment.

This study aimed to investigate how perceived overqualification is linked to an individual's career commitment among service sector employees in China. Additionally, it sought to examine the mediating role of career self-efficacy and the moderating effect of social support. This study collected data from 441 employees using a three-wave data collection design with a two-week gap between each round. Moreover, we employed partial least square structural equation modeling (PLS-SEM) to analyze the data. The findings asserted that perceived overqualification was positively associated with employee career self-efficacy and commitment. Furthermore, career self-efficacy mediated the link between perceived overqualification and career commitment. The study also demonstrated that perceived overqualification and career self-efficacy were influenced by the level of social support received, with a stronger relationship observed when social support was high. These findings highlight the value of fostering social support and career self-efficacy among coworkers to increase overqualified employees' commitment to their careers and provide valuable insights for organizations seeking to manage their talent pool effectively. The study suggests that when employees perceive themselves as overqualified for their job, it can lead to a higher sense of career self-efficacy, which is the belief in one's ability to perform job tasks effectively. This increased self-efficacy, in turn, can lead to a greater commitment to their career. Furthermore, fostering social support and building career self-efficacy can help organizations manage their overqualified pool effectively and improve employee satisfaction and productivity.

Exploring the asymmetric relationships between satisfaction factors and overall employee satisfaction in the airline industry

ABSTRACT Understanding the asymmetric relationships between satisfaction factors and overall employee satisfaction is critical for airlines if they are to formulate effective strategies for improving job satisfaction. However, little research has been done on this topic. In this study penalty–reward contrast analysis is adopted to analyze 53,718 items of employee-generated data from 225 airlines. The results show that work/life balance, career opportunities, compensation & benefits and senior management are ‘basic’ factors, and culture & values is a ‘performance’ factor. Furthermore, the asymmetric impacts of these factors vary with employment status and geographic region. Additionally, the priorities attached to these satisfaction factors by employees of different employment status from different regions are analyzed using 3-dimensional asymmetric impact performance analysis. The obtained results are valuable for formulating strategies to improve employee satisfaction in the airline industry.

Study on HR Management with Special Reference to Employees in Draup

The study on HR management with special reference to employees aims to explore the various dimensions of HR practices and their impact on employee outcomes within organizations. The objective is to provide insights and recommendations for HR professionals and organizational leaders to enhance HR management strategies and improve employee satisfaction, engagement, and performance. This study utilizes a mixed-method research approach, incorporating both quantitative and qualitative data collection methods. A thorough review of existing literature on HR management serves as the foundation for the study, establishing a theoretical framework and identifying research gaps. The primary data is collected through surveys, interviews, and observations, allowing for a comprehensive understanding of the HR practices implemented and their impact on employees

Connecting with kindness.

Q After what we've experienced during the COVID-19 pandemic, our team has been slow to regain our passion for working with patients and being involved in unit activities that improve the workplace environment and outcomes. How can I help my unit get back to our purpose and passion? You're not alone. Many are struggling with the next steps to recognize and deal with the emotional and physical toll of the pandemic. Many have focused on helping nurses regain their strength through resilience programs, but some nurses reject the idea that they just need to know how to be resilient and are resistant to those approaches. As leaders, we can feel at a loss about what to do. Promoting kindness in the workplace may be one answer to reviving our passion for nursing. Kindness—showing deep interest in and concern for others—is linked to improved employee satisfaction, an overall sense of well-being, and reduced attrition rates.1 As part of Human-Centered Leadership's focus on people, kindness toward others can improve relationships. Leaders and staff who practice kindness foster collaboration and innovation.2 One hospital implemented a project to create a culture of kindness and support employee well-being.3 They engaged leadership in committing to walking the talk with kindness and empowering others to do the same. Caring conversations with staff were as easy as sincerely asking others how they were doing. They also improved their critical incident stress management process to be more proactive in acknowledging difficult events and the need to step back and heal with time and support. A Culture of Kindness Employee Council created guiding principles, including dignity and a sense of community. They worked to establish random acts of kindness and other programs to meaningfully recognize both individuals and teams. Building a sense of community involved cultivating kindness, collaboration, and a sense of inclusion among all employees. From housekeeping to nurses and physicians, everyone was included to recognize the value each person brings to the team. By doing this, the hospital improved employee engagement and trust and positively impacted both job satisfaction and patient experience scores. However, it's not all about better scores; it's about improving our ability to connect with all employees, peers, and colleagues on a human level by showing caring and kindness. What can you do to change your culture to make caring and kindness the norm? As with any change, I look inward and ask: How I can change myself and what do I need to do to create a workplace that's warm and inviting to all team members? Joanna Swash identifies a few key traits of a kind leader.4 As you read these, I invite you to reflect on your leadership skills and style. Be people-centered. Focus on individuals, understanding their personal human experience and establishing a relationship that's trusting. My mantra as a leader has always been about helping others be all they can be. It's important that people feel they're contributing their best to the workplace and the team. Be transparent. This includes being authentic, open, and honest. Most people can tell if you're not telling the truth. Communicate with integrity, show your kindness, and acknowledge your humanness. Own your mistakes, apologize, and admit when you don't know something. We're all human. Be purposeful. Do what you say you'll do. I'd add that following up is a key part of purposeful action. Always get back to those who've reached out to you for help or for whom you've agreed to do something. In addition to reflecting on your leadership practice, you may want to investigate whether a culture of kindness is what you'd envision for your team or unit. Ask your informal leaders and influencers, research the data about the impact kindness has on people and teams, and share what you learn with your team. Taking these actions may create more inquiry among your staff.