For Tasks 2-4, read the three texts (A, B and C).
Text A:
“Mr Alleyne has been calling for you,” said the chief clerk severely. “Where were you?”
The man glanced at the two clients who were standing at the counter as if to intimate that their presence prevented him from answering. As the clients were both male the chief clerk allowed himself a laugh.
“I know that game,” he said. “Five times in one day is a little bit…. Well, you better look sharp and get a copy of our correspondence in the Delacour case for Mr Alleyne.”
This address in the presence of the public, his run upstairs and the porter[1] he had gulped down so hastily confused the man and, as he sat down at his desk to get what was required, he realised how hopeless was the task of finishing his copy of the contract before half past five. The dark damp night was coming and he longed to spend it in the bars, drinking with his friends amid the glare of gas and the clatter of glasses. He got out the Delacour correspondence and passed out of the office. He hoped Mr Alleyne would not discover that the last two letters were missing. […]
The man returned to the lower office and sat down again at his desk. He stared intently at the incomplete phrase: In no case shall the said Bernard Bodley be … and thought how strange it was that the last three words began with the same letter. The chief clerk began to hurry Miss Parker, saying she would never have the letters typed in time for post. The man listened to the clicking of the machine for a few minutes and then set to work to finish his copy. But his head was not clear and his mind wandered away to the glare and rattle of the public-house[2]. […] He knew where he would meet the boys: Leonard and O’Halloran and Nosey Flynn. The barometer of his emotional nature was set for a spell of riot.
His imagination had so abstracted him that his name was called twice before he answered. Mr Alleyne and Miss Delacour were standing outside the counter and all the clerks had turned round in anticipation of something. The man got up from his desk. Mr Alleyne began a tirade of abuse, saying that two letters were missing. The man answered that he knew nothing about them, that he had made a faithful copy. The tirade continued: it was so bitter and violent that the man could hardly restrain his fist from descending upon the head of the manikin before him:
“I know nothing about any other two letters,” he said stupidly.
“You—know—nothing. Of course you know nothing,” said Mr Alleyne. “Tell me,” he added, glancing first for approval to the lady beside him, “do you take me for a fool? Do you think me an utter fool?”
The man glanced from the lady’s face to the little egg-shaped head and back again; and, almost before he was aware of it, his tongue had found a felicitous moment:
“I don’t think, sir,” he said, “that that’s a fair question to put to me.”
There was a pause in the very breathing of the clerks. Everyone was astounded (the author of the witticism no less than his neighbours) and Miss Delacour, who was a stout amiable person, began to smile broadly. Mr Alleyne flushed to the hue of a wild rose and his mouth twitched with a dwarf’s passion. He shook his fist in the man’s face till it seemed to vibrate like the knob of some electric machine:
“You impertinent ruffian! You impertinent ruffian! I’ll make short work of you! Wait till you see! You’ll apologise to me for your impertinence or you’ll quit the office instanter! You’ll quit this, I’m telling you, or you’ll apologise to me!”
[1] beer
[2] pub — the term “public house” refers to the fact that it was open to the public and did not require private membership.
Excerpt from “Counterparts,” the ninth short story in James Joyce’s collection Dubliners.
Text B:
We all want to feel like we belong. Psychologists have known this for a long time, describing belonging as a fundamental human need that brings meaning to our lives.
Traditionally, this need was filled by family and community networks. But as society becomes more individualised, with many people moving away from their community and family, the workplace has become an increasingly important source of meaning, connection and friendship.
Many employers know the value of belonging, boasting that their organisation is like a family – a place where everyone is welcome and takes care of each other. But in reality, just being hired isn’t necessarily enough to feel like you belong. Belonging is about feeling accepted and included. This might mean feeling “seen” by your colleagues and manager, and that your work is recognised, rewarded and respected.
Most people want to do meaningful work, and belonging and feeling connected with others is part of this. Meaning in work may come from the job itself – doing something that aligns with our purpose – or from the relationships and roles people create in the workspace. Consider someone who has a (formal or informal) position of offering support to their colleagues. This sense of connection and belonging can make the job feel more meaningful.
Belonging is also good for business. Feeling excluded and lonely can lead people to disengage, negatively affecting their work performance. Surveys have found that over 50% of people who left their jobs did so in search of better belonging, with younger workers more likely to leave.
The exclusion that comes from not belonging can be as painful as physical injury, and feeling isolated can have a range of negative health impacts. In contrast, when employees feel they belong, they are happier and less lonely, leading to greater productivity, fewer sick days and higher profits.
In my role as a psychotherapist, I work with countless people who feel unsupported and alone in the workplace due to direct or indirect discrimination and exclusion. The instinctive response can be to work harder to be accepted and belong – but this can lead to burnout, trying to get the approval that might never come.
The pandemic altered how we think about and engage with work. Some businesses may feel that bringing people back into the office is the answer to building connections and fostering belonging. But the truth is such actions alone could have the opposite effect.
People may withdraw and become less connected in such spaces. Those who prefer working from home may feel unsupported by their workplace if they have to come in to the office to deliver work they can do equally, if not more productively, at home.
On the flip side, for some people, being in the office offers a sense of belonging and connection that can be missing when working from home. Ideally, enabling a balance between the two allows people to benefit from the advantages of both spaces and work in a way that maximises productivity and connection. But it may be some time before employers figure out how to get the balance right. […]
Employees feel more connected with the wider team when their efforts are recognised and rewarded. But this does not have to be through a pay rise or promotion – even an email from a manager can boost someone’s sense of belonging. The more recognition and appreciation for the work we put in, including from our colleagues, the more positive the benefit.
Not everyone has the opportunity to leave workplaces that make them feel unsafe or unhappy. If you are in this position, you can minimise the negative impact by finding connection and belonging outside of work, and reconnecting with people and activities that bring you meaning and joy.
Ahmed, N. (2024, May 9). Do you feel like you belong at work? Here’s why it’s so important for your health, happiness and Productivity. The Conversation. https://theconversation.com/do-you-feel-like-you-belong-at-work-heres-why-its-so-important-for-your-health-happiness-and-productivity-226335
Text C:
One of the most difficult parts of managing others isn’t when they are doing a great job—it is when they aren’t doing a good job. In this section, we will address some examples of performance issues and how to handle them.
1. Constantly late or leaves early. While we know that flexible schedules can provide a work-life balance, managing this flexible schedule is key. Some employees may take advantage and, instead of working at home, perform nonwork-related tasks instead.
2. Too much time spent doing personal things at work. Most companies have a policy about using a computer or phone for personal use. For most companies, some personal use is fine, but it can become a problem if someone doesn’t know where to draw the line.
3. Inability to handle proprietary information. Many companies handle important client and patient information. The ability to keep this information private for the protection of others is important to the success of the company.
4. Family issues. Child-care issues, divorce, or other family challenges can cause absenteeism, but also poor work quality. Absenteeism is defined as a habitual pattern of not being at work.
5. Drug and alcohol abuse. The US Department of Labor says that 40 percent of industrial fatalities and 47 percent of industrial injury can be tied to alcohol consumption. The US Department of Labor estimates that employees who use substances are 25–30 percent less productive and miss work three times more often than nonabusing employees (US Department of Labor, 2011). Please keep in mind that when we talk about substance abuse, we are talking about not only illegal drugs but prescription drug abuse as well. […]
6. Nonperforming. Sometimes employees are just not performing at their peak. Some causes may include family or personal issues, but oftentimes it can mean motivational issues or lack of tools and/or ability to do their current job.
7. Conflicts with management or other employees. While it is normal to have the occasional conflict at work, some employees seem to have more than the average owing to personality issues. Of course, this affects an organization’s productivity.
8. Theft. The numbers surrounding employee theft are staggering. The American Marketing Association estimates $10 billion is lost annually owing to employee theft, while the FBI estimates up to $150 billion annually. Obviously, this is a serious employee problem that must be addressed.
9. Ethical breaches. The most commonly reported ethical breaches by employees include lying, withholding information, abusive behavior, and misreporting time or hours worked, according to a National Business Ethics study. Sharing certain proprietary information when it is against company policy and violating noncompete agreements are also considered ethical violations. Many companies also have a nonfraternization policy that restricts managers from socializing with nonmanagement employees.
10. Harassment. Engagement of sexual harassment, bullying, or other types of harassment would be considered an issue to be dealt with immediately and, depending on the severity, may result in immediate termination.
11. Employee conduct outside the workplace. Speaking poorly of the organization on blogs or Facebook is an example of conduct occurring outside the workplace that could violate company policy. Violating specific company policies outside work could also result in termination. For example, in 2010, thirteen Virgin Atlantic employees were fired after posting criticisms about customers and joking about the lack of safety on Virgin airplanes in a public Facebook group (Smith, 2010). […]
While certainly not exhaustive, this list provides some insight into the types of problems that may be experienced. As you can see, some of these problems are more serious than others. Some issues may only require a warning, while some may require immediate dismissal. As an HR professional, it is your job to develop policies and procedures for dealing with such problems.
Human Resource Management. (2016). University of Minnesota Libraries Publishing.
Extra discussion questions:
• Out of the problems listed in Text C, which do you think affects your generation the most? Why?
• What can happen if employees feel too comfortable at the place they work? What can be done to avoid this?
• What, if anything, can employees do to improve their sense of belonging at the workplace?