Internal communication can be useful and it is important to listen to the employees to give them the feeling of being valuable to the organization. This in turn can solicit contributions from its employees to better manage and resolve internal problems. The establishment of programs such as internal forums for employees to speak freely and make suggestions could create a positive environment. By listening to employees, a company may also be aware of weaknesses and reasons for dissatisfaction and adopt timely measures to remedy them.

In a culture of low power distance, supervisors treat their subordinates with respect, without using their power, subordinates are entrusted with important missions and is shared responsibility for errors or very often assumed free by superiors, who may social ties with their subordinates. Such a culture and work environment for collective, democratic and decentralized factors are very useful for developing the loyalty of employees, because they facilitate communication between managers and employees and enhance mutual respect. In their exchanges with employees, employers need to listen and take interest in their situation. In addition, a workplace where the collective power distance is low is a family environment that creates a sense of belonging. Developing participation in an organization promotes loyalty. In developing a retention strategy, the goal is to impress upon each employee’s role in society and how it contributes to the overall success of the company as it strengthens the feeling of belonging, improves self esteem and promotes loyalty to the company.

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