Canadian Government Executive - Volume 23 - Issue 03

March/April 2017 // Canadian Government Executive / 13 Low spirits and well- being will reduce enthusiasm for work generally, with extra-job tasks as the first casualty.That is especially true of those nearing the end of their career who are motivated by emotional satisfaction with work. Conflict with supervisors is the chief cause of morale problems.The causal arrow runs both ways, however, with citizenship behaviours also bolstering morale. Groups naturally develop expectations about what behaviours are required of members. Social signals—informal cues that pro-social behaviour is appreciated and asocial behaviour is frowned upon—will influence those attentive to peer pressure. Conversely, if an “everyone for themselves” culture is apparent,then people will act in more self-protective ways and be suspicious of calls for assistance. Enriching jobs are ones that are intellectually stimulating, reflect people’s interests, let people use their skills, and offer a meaningful chal- lenge. Such jobs can be complex and inject motivating stress,two things that can cause people to seek out collaborative relations. If work is full of negative stress and drudgery, however,this can cause people to become withdrawn, cynical, and weary. Favour granting creates a sense of obligation to do likewise at some unspecified point in the future. Expressions of gratefulness show that favours are appreciated. Such reciprocity can create a virtuous cycle of goodwill and helping.Those with empathetic reasoning abilities are more likely to take others’ feelings and interests to heart. Work relations are governed by procedural rules and an implicit social contract. Good citizen- ship thrives within a “justice climate” characterized by procedural fairness and ethics. Feelings of injustice, betrayal, and unfair dealing will discourage selfless behaviours. Perceptions that the larger organization values and supports good citizenship will promote such behaviours. That is especially true of demonstrable support by executives. Those with inter-related work tasks are mutually dependent on one another.That workflow design is more likely to inspire joint problem solving, shared responsibility, and mutual assistance. In contrast, if work is “atomized” into highly discrete jobs,there is less impetus and opportunity to collaborate.The physical configuration of the workplace can also isolate potential collaborators. Barriers and permissions increase the social distance between people and reduce the chance of impromptu interaction. 6