It's no coincidence great workplaces - ones featured regularly as "best workplaces" over the years - are typically also top performers.
Organisations like AMI Insurance, Flight Centre, Career Services, Overland Footwear, Toyota, and Outward Bound are all good examples.
These organisations provide proof of the so-called "employee-customer-profit chain", the chain
of cause-and-effect that moves from employee behaviour to customer behaviour to profits, or other performance outcomes however these are defined.
So how have these organisations created a workplace environment where desirable employee behaviour has become the norm? After studying the practices of great New Zealand workplaces over 10 years, workplace survey specialists JRA (NZ) have identified four characteristic they share - the "Anatomy of a Great Workplace".
Managing director John Robertson explains. "Even though best workplaces differ widely in terms of their size and sectors, the four 'pillars' we found common to them all included having a vision and values that clearly define the organisation's purpose and the things it holds dear; creating a strong sense of community and mutual support; demonstrating a commitment to developing people and helping them to realise their full potential; and building a performance culture where high standards are set and expected.
"These are enduring qualities that clearly help organisations achieve superior performance in good times, but of greater significance perhaps they are qualities that are even more important in the current, much tougher market.
" It's at time when the values of the organisation will be put to the test - when, for example, being upfront about issues and communicating openly and honestly, and handling restructure in a way that preserves the dignity of those affected will all demonstrate integrity. And it's a time also when mutual support and caring within the organisation 'family' will be important in helping people through testing times," says Robertson.
Who wouldn't agree maintaining high standards of performance is paramount?
"Historicallyn New Zealand organisations have not been good at managing poor performance - it's usually one of the lower-scoring questions in our engagement surveys.
"Engagement levels and motivation suffer when people see performance issues ignored, so it's a double-whammy - poor performers not achieving, and good performers becoming disillusioned and giving up."
JRA is running the JRA Best Workplaces Survey in association with The New Zealand Herald. Registrations are open, and the survey will run June 1 through August 31.
Take part in the Best Workforces survey 2009 The JRA Best Workplaces '09 survey is run in association with The New Zealand Herald