Factors of Toxic Work Environment at Franklin Climate Systems and How to Solve it

Can You Fix a Toxic Culture Without Firing People?
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Can You Fix a Toxic Culture Without Firing People?
Nothing is more important for contemporary organizations than hiring the right people. In the end, it is the people who drive organizational growth and sustainability rather than the strategies. For a human resource (HR) manager, nothing is more vital than recruiting and retaining top-notch talent for the organization. There emerges a critical question, while the organization keeps hiring people, does it expect that they will remain in the organization for an extended timescale? Terminating an employee based on their failure to embrace organizational values, or probably being disengaged with the work or being high-headed, or perhaps because of deteriorating productivity, can be increasingly disturbing. Many business leaders empower their personnel with career growth and success opportunities, but it can be challenging to continue investing in poor performers. This paper discusses factors contributing to a toxic work environment at Franklin Climate Systems and offers insights on changing the narrative and creating an appropriate organizational culture without firing employees.
Messages Creating Toxic Organizational Culture
Low team engagement in shared decision-making environments or collaborative endeavors created a toxic work culture in the case study organization. The author noted that extremely low employee morale and disengagement created a toxic organizational culture, particularly in Little Rock (Gino, 2018). More specifically, Noelle further indicated that the staff was not well organized, thus contributing to disengagement (Gino, 2018). Workers failed to take responsibility for their behaviors, especially concerning how prepared they were to participate in a meeting or opportunities to share knowledge actively (Atmadja, 2019). In another instance, Noelle notes that one of the plant supervisors avoided close interaction by leaning back once she showed interest in starting a conversation. Therefore, when employee disengagement and low motivation remain at the workplace for extended timescales, it augments toxicity in such environments.
The formation of silos within the organizational departments also contributed to toxic organizational culture. Notably, employees virtually created territorial boundaries against their colleagues at the workplace. Noelle indicated scarce communication across organizational units or even among colleagues within their respective groups. Effective communications could bring workers together to ensure they work towards a shared purpose (Yue et al., 2019). Employees also showed little interest in hearing about financial updates, and the few workers that showed up during the previous meeting were increasingly hostile. This indicated that workers were reluctant to engage their colleagues and share new ideas that could spur innovation and generate synergy at the workplace. In addition, the leaders were not committed to addressing the formation of silos in departments, thus creating a viable ground for hostility and conflicts to thrive. These behaviors and attitudes were not addressed, thus creating a hostile work ...