Benefits Of A Co-operative Workplace Culture

                                      Benefits of a Co-operative Culture
 

• Development of a more positive view of the employer by employees reflected in engaged co-operative attitudes and improved productivity.

 

• Reduction in the need for supervisory staff primarily employed to make sure that work is done

 

• Reduction in staff turnover and therefore a reduction in hiring, general procedures and staff training overhead

 

• Employees in their work will feel an increased responsibility to their work colleagues

 

• Decisions taken either by groups or individually will have more regard to the cost benefit for the enterprise

 

• Attitudes will arise that will foster engagement, creativity and enthusiasm within the enterprise

 

• More positive ideas from employees on how the operation can be improved

 

• Enterprises that have adopted the co-operative capitalism initiative will attract and retain highly motivated employees who see a positive creative work environment as more fulfilling and a necessary work benefit
• Less pilfering of company property or stock

 

• Employees drawing attention to potential production problems before they eventuate

 

• Reduction of the abuse of company property, vehicles, facilities etc

 

• Employees will be generally more inclined to promote their employing enterprise

 

• A willingness by employees to put in the extra time in situations where it will be of benefit to the company (meeting delivery deadlines etc)

 

• A reduction in absenteeism and sick days (as it is suspected that many sick days arise from a negative work attitude)

 

• A team approach amongst employees may see a reduction in accident rates

 

• A reduction in non-work-related activity

 

• Elimination of unnecessary work

 

• Reduction in  ‘call backs’ and replacements

 

• Shareholders are now investing in a company where the whole workforce is investing in themselves

 

• Employees can manage a crisis a lot better because of their flexibility.

 

• Management is accountable to the other employees - it will be far more challenging and satisfying to manage engaged synergetic colleagues than keeping a disengaged workforce compliant.   

 

• The business will be quicker on its feet to adapt to new markets and changing trends and also in adapting to new imperatives e.g. global warming.

 

• An enlightened government can support the co-operative capitalism initiative by allowing the lower tax rate on ‘co-operating (team) payments’ which are recorded separately from PAYE on tax returns. They can also encourage the move to co-operative culture enterprises by allowing for a marginally lower company tax for those enterprises that had registered to be co-operative capitalism companies.

 

• Additionally there is the potential refinement of allowing a slightly lower ‘co-operating (team) payment’ tax rate for any enterprise that could demonstrate a reduction in their carbon footprint during the year, thereby raising the awareness of a need for a collective effort to combat global warming.

 

• Genuine interest by employees in being informed on how well the business is performing (an in-house talking point).

 

• Reaffirm New Zealand’s reputation as a politically and socially innovative country.

 

• The success of their employing enterprise will be satisfying the significant human motivator – our yearning to be part of something larger than ourselves but, wider still, is the knowledge of contributing to an era of co-operation for mankind.

 

• There is no wider sense of purpose than playing our part in halting global warming and protecting this paradise miracle planet for future generations.
  

 

• More socially enjoyable yet productive work environments


• The framework allows for a reduction in the tax on co-operation payments, thereby encouraging more co-operation, whilst incrementally increasing standard PAYE tax rates if deemed fiscally necessary to do so.

 

• It is very ironic that negative attitudes in a work situation can be more energy draining than getting in with a positive attitude and doing a reasonable day’s work. The worker who has spent the day disengaged, avoiding work, trying not to be seen, being deceptive, being uncooperative, finishes the day feeling less satisfied and with less energy than the person with a positive attitude who has done a reasonable day’s work. The former attitude is not doing the individual any good  - nor the company’s production or profitability.

All of the above savings will go straight to the bottom line of increased performance, and research findings are showing that for profit making enterprises average increases of 40% in profit can be anticipated. Mondragon co-operatives are TWICE as profitable as comparable Spanish firms and have the highest labour productivity in the country.

Non-profit making enterprises can operate within this framework by employees achieving pre-determined performance goals.

Productivity improves, enterprise success occurs, individual pride, satisfaction and motivation increases. The social environment is more inclusive, individuals feel less alienated, and improved social cohesion will have an indirect positive effect on individual’s health and ultimately, in a small way, maybe even the national health budget.