ORGANIZATIONAL BEHAVIOUR

Aisha Ashraf 02-111211-061

Neelam Karim 02-111211-107
Yareeha Jafri 02-111211-194
Ayan Shahood 02-111211-178

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 DIVERSITY IN AN ORGANIZATION
An organization that consciously hires a staff made up of people with a variety of traits, such as
gender, religion, race, age, ethnicity, sexual orientation, education, and other features, is said to
practise diversity in the workplace. Diversity fosters efficiency and effectiveness inside the
company and raises employee morale. Workers from many cultural backgrounds contribute their
talents. This enables you to critically analyse a task or problem from a variety of angles. It makes
it possible for you to comprehend the consumer base's varied backgrounds.
Unilever believes that sustainable and equitable growth is the only way to create long-term
value, making diversity and inclusion a top priority. Unilever is committed to ensuring the
diversity of our workforce fully reflects the communities as they serve and operate in by
integrating diversity and inclusion into their business strategies, talent acquisition, talent
development, and retention practices and processes.

The following important areas are only a few examples of this wide strategy:

Achieving racial justice and parity. In 2017, we made a commitment to attaining gender parity,
and in 2018, Unilever succeeded in doing so, with women now holding 50% of executive
positions throughout the whole Unilever worldwide company. Unilever have raised the bar and
committed to attaining racial fairness as we continue to reaffirm their commitment to diversity
and inclusion. They have allotted talent as well as financial resources to support this goal by
making sure that there are programmes, procedures, and practices for HR that are fair and equal.

Offering exposure to culture In-depth examinations of the complexity, lived realities, and
worldviews of marginalized cultures were the focus o Unilever’s cultural immersion
programmes this year. They aim to keep working to improve their workforce's cultural
competency as they continue to aim for an inclusive environment.

Building a network of D&I leaders. comprising regional and market-level goals, a Global
Diversity Board, and monthly progress reviews by the Unilever Leadership Executive team.
Unilever Integrates Diversity & Inclusion with Employer Brand

Unilever states:
‘At Unilever, we believe everyone regardless of their age, faith, ability, race, gender or sexuality
should feel free to bring their authentic selves to work every day. We aim to be a beacon of
Diversity & Inclusion around the world.’

‘We want to see a society where everyone is treated equally. We’re working to create a fairer,
more socially inclusive world.’

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Unilever’s equity, diversity and inclusion goal:
 Achieve an equitable and inclusive culture by eliminating any bias and discrimination in our
practices and policies.
 Accelerate diverse representation at all levels of leadership.
 5% of our workforce to be made up of people with disabilities by 2025.

Unilever Share 5 Ways Diversity is Good For Business

1. Differences strengthen a team :

Building and fostering a diverse team is imperative for a company’s long-term growth. Unilever
recognizes that value isn’t created when they put aside their differences, but when they channel
these differences into positive business benefits.
A breadth of experience and perspective is necessary for businesses to excel in an increasingly
volatile, uncertain, complex and ambiguous (VUCA) world. By working with people with
different backgrounds, experiences and working styles, they learn and get contrasting viewpoints
that enhance their own.
At Unilever, attracting diverse talent starts with the recruitment process. Globally, Unilever
ensure hiring managers present balanced slates in at least 80% of job openings. This means
selection panels will pick the best candidate from an equal pool of male and female applicants.

2. Powers creativity and innovation:

Diversity unlocks innovation and drives market growth by creating an environment where
“outside the box” ideas are heard. It deepens the talent pool through varying perspectives to
inspire breadth of thought, making teams creative powerhouses. A cross-section of talent enables
you to see the world through different lenses that you would not otherwise see. Diversity enables
us to be constantly challenging the status quo in a way that’s very productive.
In a diverse team, Unilever employees are more likely to speak up and share ideas, listen to
others, share credit for success, and give actionable feedback which is incorporated to enhance
work.

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3. Enables global thinking, locally:
Businesses with work forces that mirror their markets are more likely to perform better and
deliver long-term value to consumers. A culturally diverse team helps to represent both local and
global mind-sets, and thus ensures that your product or service is relevant to your market and
appeals to a global audience.
More than 172,000 people representing 150 nationalities work for Unilever. The company has
more than 400 brands and sells products in 190 countries that two billion people use every day.
Therefore diversity is vital in order to truly understand today’s complex consumer, and to create
products that will resonate and perform at all levels and in all markets.
Unilever believes Diversity is not a challenge but an opportunity. The more our organization
represents our consumers, the more we will be able to meet their needs.

4. Improves recruitment and retention

Embracing diversity is critical to being an employer of choice. It not only gives you better access
to talent, but is also proven to increase talent retention, as people want to work in an inclusive
workplace that promotes equality.
Unilever’s diversity agenda has helped them become the number one FMCG employer of choice
among students in 32 countries. Through Unilever's Future Leaders Program (UFLP), fresh
graduates have the opportunity to gain global experience early on in their careers and work
across multiple functions, broadening their experience and ability to work in multiple working
environments and styles.

5. Enhances personal performance:

Once you have achieved a diverse mix of employees, fostering an inclusive environment is the
next step to enable talent to thrive. Inclusivity allows people to bring their best selves to work,
feeling comfortable, confident and encouraged to perform to the best of their ability.
Unilever aims to create an environment in which all employees can realize their full potential,
because a highly fulfilled and effective team is a critical lever for sustained and profitable
growth. Unilever provides this through the New Faces of Leadership program, where employees
nominate co-workers who endorse inclusive behaviors to become champions of change,
spreading their positive influence to the wider team.

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Conclusion

Overall Diverse employees at Unilever score the company 72/100 across various culture categories,
placing Unilever in the top 25% of companies with 10,000+ Employees for Comparably diversity
score. The Diversity score provides insights into how diverse employees feel and rate their work
experience at Unilever across various culture dimensions.

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 GROUP WORK AND TEAM WORK IN AN ORGANIZATION
Groups and teams are the central building blocks of organizations. Teams undertake many
organizational activities and duties, and team meetings and other interactions with teams and
groups are frequently where organizational communication is managed. Future prospects are
considered and recent advancements in the study of teams and organizational groupings are
highlighted. In organizations, teamwork has never been more crucial than it is now. You are
using the power of a team whether you operate in a manufacturing setting and use self-directed
work teams or in the "knowledge economy" and gain from cooperation inside a team structure.
Unilever believes in team and group work. They encourages their employees to participate in
teams and give their 100% to achieve the goal. Unilever is both a centralized and decentralized
company as the top authority makes the decision but also let the lower level staff to participate in
decision making.
The following are the five components of effective teams according to Unilever:
1. shared dedication and goal
2. precise performance objectives
3. complementing abilities
4. dedication to the process of doing the assignment
5. reciprocal responsibility

Importance of team and group work in an Organizations:

 Work Efficiency:
Cooperating together on various tasks reduces workloads for all employees. In sharing ideas
or responsibilities, every employee should have a role that suits his specialization. Unilever
consider employees' levels of interest in the project at hand, which positively influences the
efficiency or speed of their output.
 Increased Accountability:
Unilever believes that teamwork increases the accountability of every member of the team,
especially when working under people who command a lot of respect within the business. Peer
pressure is usually high within teams such that cases of low morale are less likely to impact
individuals. Unilever considers that a company benefit from increased productivity through
efficient team projects.

 Learning Opportunities
Unilever Cooperates on a project as it is an opportunity for new workers to learn from more
experienced employees. Working together is a great opportunity to acquire skills that an
employee never had beforehand. Unlike working alone, teamwork affords people the opportunity
to challenge the ideas of each other.

 Improved Employee Relations

Unilever appreciates teamwork as it is important in an organization because it provides
employees with an opportunity to bond with one another, which improves relations among them.

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Workers who constitute a team working on a project often feel valued upon the successful
completion of such tasks. A situation in which all workers have a chance to contribute towards
the tasks improves relations and enhances their respect for each other.

CHALLENGES FACED WHILE WORKING IN A GROUP OR TEAM

On an individual level, working in a team allows you to portray and exercise your strengths. You
also get to learn from others, which enhances your skills. Working with others also sharpens
your communication and leadership skills. But working with different personalities not come
without some challenges. Here are some of the challenges of working in a team Unilever faces:

 LACK OF PURPOSE
Unilever believes It's critical for team members to comprehend their goals in order for them to
feel inspired and engaged. When they are aware of the team's mission, they are more inclined to
devote their time and energy to achieving the bigger objective. This is regrettably not always the
case. Most teams get off to a good start before losing focus along the way.
It might be really challenging to work in such a team. Since their have strayed from the
principles that bind the team together, connecting with other team members becomes difficult.
Even worse, the majority of team members merely fulfil their roles without making further
attempts to expand the team.

 POOR COMMUNICATION

According to Unilever’s past experiences any project that is successful must have effective
communication. Communication breaks out if a coworker conducts their duty on an individual
basis. The project flow is hampered by a lack of clear communication from the team leader.

 UNCLEARED GOAL
Lack of clear goals is among the most common causes of conflict among team members. If given
goals are ambiguous, one may never be on the same page with their team members. Everyone
will be working on individual goals, not the overall team’s goals. This scenario can hurt the
productivity of the business.
 UNRESOLVED CONFLICTS

Unilever considers that in both our personal lives and on our teams, conflicts are inevitable.
Despite their diversity in personalities, working methods, and task management, colleagues can
disagree or lack the skills necessary for cooperation and collaboration. Tensions between the
disputing parties can increase when disputes go unsolved.
The dispute may eventually seep into daily operations and have an impact on relationships.
Additionally, it can result in a drop in output and general morale.

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Conclusion :
As Unilever is a diverse company, working with people who are different from you can be very
challenging. It is even worse when you can't find a common ground, resulting in a bad
experience. That is why it is important to join a team with an open mind and commit to being a
team player.

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 LEADERSHIP
Successful multinational corporations make use of their global efficiency (i.e., scale, scope, and
location), international flexibility, and global learning in the age of globalization. A number of
global organizations, including IBM, Johnson & Johnson, 3M Company, and Unilever, have
been evaluating behavioral resources, especially leadership competencies, as a source of
competitive advantage and long-term strategic growth over the past 10 years. Although there
aren't currently any established global standards in this field, there is already a serious effort
being made to find workable approaches to integrating leadership skills into business plans.

The firm‘s strategy for developing strategic leadership skills in a multinational corporation is
based on a number of separate study streams. We go over the firm's fundamental goals in the
area of strategy. competencies and how they affect business success. Cross-cultural differences
in international employment practices are investigated by scholars in human resource
management. The traditional concept of leadership is expanded to levels of study that take
cultural differences into consideration by organizational behavior academics, who also examine
cultural convergence and divergence in global practices.

The authors respond to these contributions to the literature and, in particular, take into account
the GLOBE integrated theory on culture, leadership, and organizations, which contends that
interactions between strategic organizational contingencies and leader attributes and behaviors
determine how effective a leader is. As a result, they underline the vital connection between the
company's business strategy and competencies centered around leadership and create a collection
of linked claims.

With the use of this framework, traditional ideas about leadership are expanded to include
organizational learning and the role that top managers play in the strategic success of their
organizations.

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Unilever’s Approach to Leadership

In the previous 20 years, Unilever's basic leadership philosophy has advanced from conventional
leadership development methods to the current complex Standards of Leadership model, and it is
still evolving. The Leadership Growth Profile (LGP) developed as the key phase in connecting
corporate growth strategy (Path to Growth) with leadership competencies during this transition in
the early 2000s. Marketing, supply chain, customer development, and other crucial
organizational resources were all incorporated in Unilever's Path to Growth integrated strategy.
Effective corporate culture, which encourages employees to exhibit winning behaviors in the
marketplace through their mentality, enthusiasm, and motivation, was one of its main aims. The
business was prepared to integrate significant activities in the long run growth in the global
markets and the behaviors that support this growth, as well as the utilization of leadership
competency as a key strategy for outperforming the competition.

The Leadership Growth Profile of Unilever was the key element of the strategic refocusing of
human resources. It incorporated the following components:
To achieve the following goals:
1. to develop a growth vision;
2. to implement growth;
3. to energize others to pursue growth; and
4. to ensure employees' commitment to growth.

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At Unilever, growth functioned as the primary criterion for employees' behaviors.

MOTIVATION CONCEPTS IN UNILEVER

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Intrinsic and external, both types of motivation are used in Unilever to motivate employees.
Intrinsic and extrinsic motivation techniques are described below:

Intrinsic Motivation:

Unilever has initiated numerous campaigns internationally that strengthen its HRM strategy and
enhance the motivation of employees. In 2013, Unilever held a global ‘Winning with Integrity’
week that comprised of surveys and interviews regarding human rights, and it encouraged the
suppliers of Unilever to operate to the standard set by the company. This campaign was
continued in the form of the ‘speaking up’ initiative in 2014, which also helped the company
learn the concerns of employees around the world. Unilever launched a “Social Impact Hub’”.
This had a positive impact on the society and linked the business with its corporate social
responsibility. The hub also included information regarding human rights in order to help the
employees learn about their rights in the workplace.

Recently, Unilever installed a system that monitored everyday employee enthusiasm and work
satisfaction. Every day before leaving work, employees were expected to input their mood into a
device; the management used this data to determine whether the employees were satisfied or
unsatisfied.

Extrinsic Motivation:

Unilever uses incentives and promotions as rewards for good performances to motivate the
employees. In addition to this, positive discrimination is done in Unilever to motivate the
hardworking employees and also the underperforming employees to perform better and earn
rewards like incentives and promotions.

Breaking the stigma of mental health

Alongside purpose, mental health is critical to employee wellbeing. According to the World
Health Organization, nearly 10% of the world’s population is affected by mental health issues.
And nearly two-thirds of people who need treatment never seek help from a health professional
due to stigma and discrimination. As well as the devastating impact this can have on the
individuals and their families, depression alone is estimated to cause US $1 trillion in lost
productivity every year.

To create a workplace that supports mental health, our approach focuses on:

1. Culture – Empowering our people through education and raising awareness of mental
health, addressing stigma and making mental health conversations commonplace, on a
par with physical health
2. Leadership – Building awareness and capability on mental health support, while
encouraging role modelling

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 3. Prevention – Providing access to self-help tools for individuals and teams, including
information from experts and lifelong learning
4. Support – Enabling a strong foundation of anytime, anywhere access to expert mental
health support and the ability to have mental health conversations with peers.

POSITIVE ENVIRONMENT

Unilever wants to promote a positive environment in its workplaces, to support people’s

physical, mental and emotional wellbeing, as well as to help them fulfil their individual purpose.
By empowering the employees to be the best version of themselves, help them, and the business,
to thrive.

Wellbeing Framework is at the heart of their business, underpinning everything they do to

support their employees’ health and wellbeing:

 Physical – Looking after their health, fitness, diet, sleep and energy levels so they approach
challenges with zeal.
 Purposeful – Identifying what really matters to them and connecting to that as much as
possible in all they do
 Mental – Managing the mental choices and reactions to distractions, pressures, challenges
and adversity
 Emotional – Finding ways to feel positive and confidently face the challenges life throws at
them

PERSONALITY AND DECISION MAKING

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Most workplaces have a similar cast of characters. The achiever, who continuously pushes the
team to complete a project; the know-it-all, who believes he is brighter than everyone else; the
hesitant employee, who keeps quiet throughout every meeting; and the naysayer, who finds fault
with every idea—are commonplace in most workplaces.
It's difficult, but crucial, to control these various personalities. This is due to the fact that the
most effective teams are created when a manager recognises the advantages and disadvantages of
every employee, knows how to make the most of each person's special skills, and promotes
teamwork.
According to Tracey Adams, Ph.D., founder of ThriveOn Seminars, a company based in
Portland, Oregon that specialises in fostering emotional intelligence, "managers have to be
comfortable with disagreement and realise it's for the interest of the organisation."

Attempt to Comprehend Each Employee

To better understand their direct reports' motivations, concerns, and goals, good managers make
an effort to learn about the daily activities of their direct reports.
According to Caroline Stokes, founder of FORWARD, an executive leadership coaching
business based in Vancouver, British Columbia, Canada, one approach to achieve this is to
engage each employee in one-on-one meetings and ask open-ended questions to better
understand their motivations. She cautioned that these discussions must be had "without it
looking like the Spanish Inquisition or a witch hunt," though. The author of Elephants Before
Unicorns: Emotionally Intelligent HR Strategies to Save Your Company suggested providing
staff with the questions in advance to avoid putting them on the spot.
An employee who is acting distant, uninterested, or even hostile may not understand their place
in the company, according to managers. Stokes remarked that "they might feel uneasy." "They
may not have a mentor, may not be knowledgeable, and may feel incompetent."
Stokes went on to say that the shy worker who is unwilling to participate might not be in the
correct capacity, while the know-it-all employee might wish to be promoted and is making sure
she isn't ignored.
Avoid Labeling Workers
Stokes, however, urged against tagging workers. It's a bad habit, she declared. "It seeps into how
you speak to others," For instance, if someone has a reputation for complaining, the entire
department might make an effort to keep them out of meetings.
According to Kevin Bush, principal of Employees and Leaders, a leadership development
company in Seattle, managers must consider their own reactionary tendencies before they can
urge their teams to collaborate. He claimed that although "we are socially and culturally
predisposed to figure out what is wrong with the other person," managers had to consider how
their own actions might be having an effect on their team. He went on to say that a wise manager
will examine his or her own conduct before criticising a worker for being difficult, tardy in
responding, or whining.
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Bush advises managers to take a moment before responding when they believe a worker is being
tough and attempt to see the situation from the employee's perspective.
Because people's thoughts, feelings, and behaviours have an impact on numerous workplace
factors, personality plays a significant influence in organisational behaviour. The way people
behave in groups, how they feel, and how they make decisions are all influenced by their
personalities. The way that people behave and respond to situations at work is greatly influenced
by interpersonal skills. Personality also has an impact on conflict, performance, leadership, and
motivation in work. Managers are better prepared to be productive and achieve their objectives
the more they comprehend how personality influences organisational behaviour.
Openness, emotional stability, and agreeableness are all characteristics that indicate someone
will engage in less conflicts, perform better in teams, and have good attitudes toward their work.
People with this personality type should be employed in jobs that require them to collaborate
with or lead others. When put under similar circumstances, those lacking these characteristics
will be less motivated and more negative.
A personality feature that significantly impacts the job is having strong interpersonal skills.
People that have this feature typically enjoy working with others, and they are sensitive and
empathic, which makes it easy for them to get along with others. People who possess this quality
frequently work in positions that need them to interact with clients, supervise staff, or resolve
conflicts.
Unilever believes that personality has a big impact on independence and decision-making. While
personality qualities like neuroticism and closed-mindedness hinder good decision-making under
pressure and independence, others like self-efficacy, conscientiousness, and proactivity do.
People with these characteristics can be put in positions where they can perform at their best by
managers.
People with particular traits are given the tasks that best suit them, their motivation levels
increase. Because they are happier every day, it also has an impact on how well they do their
jobs as a whole. Because more gets achieved as a result of improved attitudes and happier
workers, this has an impact on the workplace's total productivity.
Unilever approches employees with a variety of personalities can help create a productive
workplace where everyone feels valued for their unique skills and abilities. It is your
responsibility as a business owner to see to it that you create an environment where an
employee's personality is effectively channelled. Because different people have different
temperaments, even two quiet employees won't always react or respond in the same way.
Although collaborating with diverse individuals occasionally presents difficulties, it can also be
advantageous because it promotes balance. At work, developing an appreciation for the various
team personality types can help foster a healthy atmosphere with fewer personality-related
stressors and misunderstandings.

Balances Your Workplace's Strengths and Weaknesses

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A stronger, more harmonious workplace can be produced by mixing various team personality
types. Quiet and reserved employees frequently contribute to the stability of the workplace,
while risk-takers can provide the inspiration required to try new things, come up with bolder
ideas, and recommend changes that can enhance productivity. Too many employees with the
same personality types may cause a corporation to prioritise some tasks over others that are
equally crucial. Working with individuals who have a variety of personalities might help make
up for personal strengths and flaws.

Increase Diversity at Work

There are six main personality types that are prevalent in many businesses: the stabiliser,
adventurer, driver, cheerleader, perfectionist, and energizer. These personalities' latent and
dominant traits come together to generate a diversity that helps a team succeed. For instance,
consistent, and risk-averse helps prevent loss caused by the variety of ideas and opinions that
clash and ultimately result having a risk-taking employee who likes to take risks and a
stabilising employee who is dependable, in compromise.

Decision-Making is Improved
It is much more likely that people with diverse temperaments and dispositions will approach
challenges from a different angle when they are combined. There will be a variety of approaches
to solving problems when working with diverse people. For instance, a worker with an impulsive
personality is more likely to come up with many suggestions for how to handle a problem,
whereas a worker with a studious personality and temperament may weigh the advantages and
disadvantages of each potential solution methodically.

Improves team output and effectiveness

Teams are a common organisational structure in many businesses, and each team consists of
workers from various cultural backgrounds and with a range of abilities. Teams that have
members with a variety of personalities are better able to boost production.

Increases Employee Morale

Employee morale is influenced by the types of personalities and temperaments present at your
firm. It will be difficult to get them to function as a team if you hire too many employees that are
competitive with one another or too many loners. Employee conflict occurs frequently on teams
with the wrong mix of people, which has a detrimental effect on morale. Each employee having a
unique perspective and something to offer can assist create a cooperative environment, which
will raise morale overall. Your team wants to enjoy going to work every day, and if you create a
culture that values individuals with a variety of personalities and temperaments, you will
increase employee satisfaction.

PERCEPTION

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Simply put, perception refers to how someone perceives and makes sense of their environment.
The ability to pay attention to your environment and your prior knowledge are prerequisites for
this subconscious action of the mind.
1. You don't always observe everything around you because the mind occasionally filters out
information; otherwise, there would be an information overload. At Unilever, perception
frequently plays a role in determining a person's personality and conduct in particular
circumstances. These may have an impact on their creativity as well as how they react to
particular situations, such as stressful ones.
2. Paying attention to an employee's personality qualities might assist managers determine that
person's work ethic and strengths.
Unilever unknowingly come into the ideas of perception and attribution on a daily basis. Usually,
you don't consciously consider the reasons behind your interpretations; you merely consider
them and how they apply to the current scenario. They have a big impact on how tasks are
completed both individually and in groups in the workplace. It has a significant impact on
Unilever in general from a marketing and PR perspective because many companies work hard to
present themselves in a way that will appeal to potential customers. Even if the source is a single
individual, it has a significant impact on a number of different areas of organisational behaviour
at Unilever.

Values
Everyone at Unilever is expected to uphold our high moral standards, or what we refer to as
"business integrity." In addition to upholding our core values of honesty, respect, accountability,
and innovation in their daily work, we want to foster an environment where employees are alert
to possible problems and comfortable raising them.

Our ideals
It takes a team to uphold the Unilever Code of Business Principles. The common values of our
employees are a significant source of Unilever's power.

Integrity Respect \Responsibility \Pioneering

Our goals don't end there. In order to raise the standard on topics like human rights, anti-bribery,
and corruption, we collaborate with suppliers, distributors, and all other third parties to make a
positive impact along our value chain.

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The Business Integrity initiative at Unilever enables all workers live out our values and apply our
moral principles to their daily work. In addition to our Code of Business Principles, it also
contains specific policies, instructions, and learning resources, as well as reliable procedures and
controls to assist us stop, identify, and handle any inappropriate behaviour.

Conclusion
Unilever is made stronger by our emphasis on moral business conduct. It aids in the recruitment,
retention, and engagement of the best personnel as well as the choice of suppliers and business
partners. It safeguards our personnel, our possessions, our name, and our connections with
stakeholders. It encourages collaborative working environments with both internal team
members and external partners. Finally, it aids in our ability to sustainably expand and carry out
our Unilever plan.

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 JOB SATISFACTION AND EMOTION IN WORKPLACE
Job satisfaction is typically directly linked to an employee’s emotions and overall morale.If an
employee is displaying negative emotions in the workplace, chances are she is either going
through a difficult personal period or may be dissatisfied with her job. If negative emotions are
not addressed promptly, they can quickly spread to other employees, and the entire workforce’s
morale can begin to slip. Small business owners need to monitor their employees’ emotions and
pay attention to their attitude and behavior at work.

Handling Negative Emotions

Negative emotions can be expressed subtly or they can be blatant, depending on the person
expressing them as well as the situation. While everyone can have a bad day, if an employee is
consistently displaying negative emotions, the problem will need to be addressed. Some people
have a naturally negative approach to life, while others may be having issues with their overall
job satisfaction or issues in other areas of their life. Get to the bottom of what is bothering the
employee and work together to create a plan to solve the problem and get rid of their negative
emotions.

Motivating Employees
Unmotivated employees may feel adrift and may not display positive emotions. It is important
for managers and small business owners to provide proper motivation for their employees. Goals
should be made clear, and the steps to achieve these goals should be laid out. Proper training and
continuing training are also important for job satisfaction. Employees need to feel qualified to do
their jobs, and they need to feel as though they are accomplishing something at work to display
positive emotions in the workplace.

Recognizing Employees
Employees who do not feel appreciated or recognized for the job that they do in Unilever may
begin to display negative emotions. Their job performance may slide, and they may begin
expressing discontent with their job. To prevent this, managers need to make sure that employees
are recognized and thanked regularly for performing their tasks or for going above and beyond to
complete their tasks. Recognition is a powerful motivator for many employees.

What Causes Incivility in the Workplace?

Incivility in the workplace is a common issue for many companies and small businesses.
According to a study published in the "Journal of Occupational Health Psychology" in 2001, 71
percent of employees have reported incivility issues in the workplace. There are many causes for
rudeness and incivility within the workplace. Highlighting these causes can help managers and
company owners take steps to stop workplace incivility and encourage a congenial atmosphere.

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Mismatched Team Members
Team members need to matched by several factors. First, their ability to do the tasks assigned to
them and second, their personalities and work drives should match other members of their team.
When you have a mismatch of personalities, or if there are team members who are simply
incompetent, you have a breeding ground for incivility. Take the time to match team members
correctly to avoid these issues and monitor teams for signs of stress and potential issues before
they get out of hand.

Low Employee Morale

Low employee morale is a large cause for incivility in the workplace. If employees are
dissatisfied with their jobs or feel that their work is going unappreciated, they are more likely to
exhibit signs of stress and hostility towards others, particularly if those employees are being
recognized. Maintain an attitude of fairness in the workplace and recognize employees
individually and equally. Keep an eye on low morale and do what you can to improve it.

Workplace Stress
Stress in the workplace is another large contributor to incivility. Looming deadlines, project
failures, long work days or long stretches without time off can wear on an employee and as a
result, they may display rude behavior both to their fellow workers as well as customers. Some
stress cannot be avoided and is naturally a part of a job. However, workers can be educated on
stress management and managers can offer help to keep stress levels at a manageable level.

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