Introduction:

Organizations are implementing a wide variety of changes to their workspace, ranging from a
simple shift to open planning and lower horizons at a single location, to complex enterprise-wide
programs that offer new types of workspaces and planning approaches. These changes are
greatly altering the way people work (Ouye, 2011). The focus of most workplace change efforts
is a watershed transition from planning models that emphasize individual work to an approach
that supports flexibility, mobility, greater collaboration and social interaction (ONeill, 2012).
This trend has been going on for more than a decade, but has accelerated with an increasingly
competitive business environment and widespread access to mobile technology.
The workplace change management process includes five broad steps. This process can be
adapted to create a timeline of activities for any particular projectsimple or complex.
Step 1. Create the Big Message Identify Whats in it for me? The first step in the change
management process is to identify the big message that people affected by the change need to
hear. These include the key business reasons for workplace changes (for example: cost reduction,
support for collaborative work, or new investment in technology) and the benefits of workplace
changes for individuals, working groups, and the organization as a whole (ONeill, 2011).
Summarize these in clear concise language so they can be communicated consistently, through
various media, throughout the change management process. Early on, enlist the support of a
senior manager as a long term project sponsor. More broadly within the organization, find the
people with the most power over public opinion and work to make them project champions
(theyre the ones who speak up at town hall meetings and never eat lunch alone). Employee
advocates can magnify the message. Meet with them face-to-face, explain what you are trying to
achieve and ask for their help. But be aware that influence can go both ways, and persistent
negative voices can undermine what you are trying to achieve. Step in and confront naysayers
concerns before they fester
Step 2. Take the Pulse of the Organization Use a variety of approaches to understand the attitudes
and readiness of employees for change. Hold town hall meetings, roundtable

conversations or lunches with group-wide meetings, and other vehicles appropriate to your
organization. Key the content and timing of communications to whats happening on the ground.
Step 3. Deliver the Message Communicate the business reasons for the change, the benefits and
the timeline. Create an overall communication plan to be rolled out in parallel with stages in the
project. Communications should be multi-pronged, targeted and maintained throughout the life
of the project. Use multiple communications media and tailor the media to owners and various
stakeholders. Use visual presentations (such as PowerPoint), printed materials, website, blogs,
Twitter, email.
Step 4. Support the Move Move day (which can actually be a period of time spanning weeks)
is an event that all employees will rememberfavorably or not. All the change communication
work to this point now must be reinforced by activities that make the actual move a positive
experience. As people move into new workspaces, have staff on hand to assist with questions
and resolve immediate problems (lost items, telephone issues, wireless or power connectivity) or
unanticipated issues requiring follow-up. Rapid resolution of these tactical issues will go a long
way towards generating employee goodwill, as well as peoples ability to be immediately
productive. Train managers to help employees make the best use of the new space. Encourage
leadership members to model new work behaviors by using new space types themselves during
the normal course of business. Share guidelines on the right behaviors in more open spaces and
other aspects of workplace etiquette ( ONeill, 2010).
Step 5. Evaluate the Process About ninety days after the move is complete, collect information
from employees on their satisfaction with the new workspace and the quality of the move
experience itself. This three month period is enough time for people to clearly remember their
old space and be relatively well-adjusted to working in the new. Collecting the information too
soon after the move might bias reactions since people will still be adjusting to the change.

Data and methodology:

The data and information required to prepare this report was collected from secondary sources.
We have collected data and information from different printed books, published articles from
reputed journals. We have also collected data and information over internet from different
websites. We have not collected data and information from primary sources.
Employee experience of work:
Workers, work and workplaces serve the needs of the organizations, and they will reflect the
continuing spatial and organizational distribution of these organizations with more distributed
workstyles and workplaces. The Department for Education in the UK defines work experience as
A placement on an employers premises in which a student carries out a particular task or duty,
or range of tasks or duties, more or less as would an employee, but with an emphasis on the
learning aspects of the experience. The New Ways of Working, many organizations are
formalizing Alternative Workplace programs that combine nontraditional work practices,
settings and locations. Why, after all these years, is this happening now? Why has the pace of
change picked up so dramatically? What does it mean for how and where we will work in the
future? This part of the paper identifies some important trends that are dramatically changing
work and workplaces.
1. Nature of the job and career progress: The nature or content of the job and opportunities for
career progress is one of the important Quality of Work Life. Workers prefer meaningful jobs
that provide adequate challenge without compromising their values. Such a high level of QWL
jobs must have good benefits and pay, assistance for planning ones career and a congenial and
fair work environment. For example, most of the garments workers of Bangladesh come from
rural poor families. They have no sound economic backgrounds. As a result, job satisfaction of
garments workers primarily depends on their wages. Adequate and fair wages make them happy.

2. Relationship with supervisors: To a worker, supervision is equally strong contributor to job

satisfaction or job dissatisfaction, in turn to be the higher or lower level of QWL. The feelings of
workers towards their supervisors are usually similar to their feelings towards the company. A
supervisor is good if he or she is able to produce and establish a climate of good team spirit. The
role of a supervisor is a focal point for attitude formation. Bad supervision results in absenteeism
and labor turnover.
3. Rewards and recognition: Workers reward programs play a powerful role in motivating
appropriate employee behavior. An organization should create reward systems that are fair,
relevant and contingent on work performance. In a broader sense, rewards also include a good
word, a smile from the supervisor, a promotion or any overt or covert action acknowledging a
good work. Recognition for achievement is defined by Kotze (2008) as the recognition for
achievements by managements, colleagues, subordinates and clients.
4. Union-Management Relations: To ensure workers interest the union plays a vital role. So,
the workers relations with the union and also union-management relations are crucial for
workers to make a positive employee experience of work. A good union-management
relationship will depend on the mutual trust between the employer and employees. Sincere
efforts on the part of management to understand human climate prevailing in the organization,
provision for suitable welfare activities for the benefit of workers and constructive thinking at
appropriate level of management can motivate workers to give their best for their organization.
5. Importance on individual interest: The organizations which will be able to permit employees
to work in the area of their greatest interest, can make a positive employee experience of work
and thus increase their productivity and profitability.
6. High tolerance level: The organizations should tolerate some failure and non-conformance
done by the employees that will let people think out of the box and create something new and
innovative to the organization.

7. The availability of enabling technologies and social collaboration tools: Technologies for
collaborating with co-workers wherever they are will continue to become cheaper, easier-to-use
and ubiquitous. They are already being combined and synthesized into platforms which feature a
wide range of tools to collaborate asynchronously and synchronously, cheaply and ubiquitously.
8. The coming shortage of knowledge workers: There will be a shortage of younger knowledge
workers in the coming years as the Baby Boomer generation retires and younger workers take
their place. Organizations will have to compete for workers who are more comfortable with and
seek flexible work, including alternative workplaces.
9. The demand for more work flexibility: Workers will demand more work flexibilitythe
ability to decide how they should define and tackle specific problems and tasks, and when and
where work is done.
10. Pressure for more sustainable organizations and workstyles: Organizations will have to
examine all major sources of greenhouse gas emissions to comply, including tapping the
potential of how, where and when we work: group locations, building efficiencies, commute
patterns, and air travel practices.
Actualization of work:
Are you an honest person? Are you highly creative? Do you have strong moral/ethical standards?
If so, you may be on your way towards achieving self-actualization. Self-actualization refers to
the need for personal growth and development that exists throughout your life. If you are selfactualized, you work hard to grow and become who you want to be in life and reach your full
potential.
To understand self-actualization, it is important to be aware of Maslow's hierarchy of needs,
which depicts the 5 basic needs individuals have during various stages of their lives. Abraham
Maslow (the creator of Maslow's hierarchy of needs) believed human motivation is based on an
individual's ability to seek fulfillment and change through personal growth. Maslow asserted that

individuals strive for higher needs when their lower-level needs have been fulfilled or satisfied.
Take a look at a chart to see the structure of Maslow's hierarchy of needs:

In order to move up in each level of Maslow's hierarchy of needs, you must satisfy lower level
basic needs before progressing on to meet higher level growth needs. Once these needs have
been reasonably satisfied, you may be able to reach the highest level known as self-actualization.
Progress through the hierarchy of needs is often disrupted by failure to meet lower level needs or
life experiences including divorce and loss of job, which may cause an individual to fluctuate
between levels of the hierarchy. For example, if you are hungry you may be too focused on
obtaining food (a physiological need) to seek safety or love in your life. On the other hand, when
your basic needs of hunger or safety are met you can focus on finding love, your achievements,
and feeling accomplished in your life which then leads to the highest level of fulfillment, selfactualization, which means you have reached your full potential in your life.

Some characteristics of a self-actualized person:

A self-actualized person is someone who is feels fulfilled and has accomplished all the things
they are capable of accomplishing in their life through personal growth and peak experiences,
which are moments of deep meaning or emotion. Listed below are a few characteristics of what
it means to be self-actualized:
1. Are problem-centered (not self-centered)

2. Are highly creative

3. Take responsibility and work hard
4. Have strong moral/ethical standards
5. Are honest and avoid pretense
The above list of characteristics may or may not exist for every self-actualized person. You can
be self-actualized without being problem-centered if you have a number of other positive
characteristics relating to your desires in life. The ability to reach self-actualization is based on
your success in reevaluating what you need to survive in order to reach the accomplishment and
fulfillment you seek in life. As human beings, we have basic psychological needs for personal
growth and development throughout our lives. By accomplishing self-actualization, you are able
to find meaning and purpose in your life and you are able to say you truly 'lived'.
Self-actualized person vs. Non self-actualized person
Let's look at an example of a self-actualized person compared to someone who is not selfactualized. Let's say you love acting and have always dreamed of becoming a successful actor.
You may feel self-actualized after you have mastered acting basics and won the respect and
esteem of your peers. By mastering acting and winning esteem, you are passing through the
lower levels of Maslow's hierarchy. Becoming self-actualized often challenges us to become a
better version of ourselves - to move beyond the basics. If you are an actor you don't just stop
improving your skills after winning an award or respect. Instead, you challenge yourself to find
new and innovative ways to express yourself through acting. On the other hand, if you have not
reached self-actualization in life you might always be struggling to reach your full potential. For
example if you are an artist but don't have your basic needs of food and water met, you struggle
to find the inspiration to create deep works of art. According to Maslow, 'a musician must make
music, an artist must paint, a poet must write, if he is to be at peace with himself.'

Questions :

01. What do you mean by employee experience of work? Enumerate some important trends or
stimuli that are dramatically changing work and workplaces.
02. Define self-actualization and non-self actualization of work. Enumerate the basic
characteristics of a self-actualized person.

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Employment Research Australia, ACAS, PP. 01-51. Website: www.acas.org.uk
Study.com (2015). Self- actualization: Definition and explanation.
Hossain, D.M.M. (2013). Perceptual factors in Quality of Working Life of the garments workers
in Bangladesh. Dhaka University Journal of Business Studies, Vol. xxxiv, No. 2, pp. 01-12.
ONail, D.M. (2012). Managing workplace change : A people-based perspective. Knoll
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