HOW MIGHT A CULTURE OF APPRECIATION BE CULTIVATED AT JIBC?
Melanie Chernoff, Justice Institute of British Columbia

INTRODUCTION/BACKGROUND

DISCUSSION

An appreciative workplace culture has been demonstrated to increase the health of
its employees which in turn increases the health of the organization by reducing
absenteeism caused by sick leave, stress leave, and turnover (Chapman & White,
2011). Although limited, all previous literature demonstrated positive impacts for
organizations that develop and sustain a culture of appreciation. By exploring
appreciation within JIBC through employee dialogue, the opportunity existed to
enhance the health and functioning of the organization. JIBC was in a unique
position to endorse exploration of this topic in order to meet the goals and objectives
of JIBC’s 2015-2020 Strategic Plan as well as JIBC’s 2016-2020 Educational Plan
which included staff engagement, development, and celebration as priorities. The
2017 JIBC Employee Engagement Survey revealed further evidence to explore this
topic as only 56.6% of employees who took the survey, stated they felt valued at
work.

A literature review was conducted on organizational culture, the impact of emotions
on organizational culture, strategies to develop an appreciative culture, and the roles
of individuals in cultivating an appreciative culture.
The literature suggested the positive emotion of appreciation enhanced an
employee’s psychological and physical health which in turn created healthy
organizational cultures. Investment in developing an employee’s psychological
capital (self-efficacy, resiliency, optimism, and hope) gives the organization a
competitive edge which may include reduced employee absenteeism and increased
employee productiveness (Avey, Patera, & West, 2006; Chapman & White, 2011).
Although appreciation can be given or received by anyone in the organization, the
literature suggested leadership with an appreciative mindset had the greatest impact
on cultivating a culture of appreciation (Whitney, 2010). When the organizational
culture is interpreted as being appreciative, employees take pride in their work, feel
valued, and are more committed to the organization (Bushe, 2005; Fagley & Adler,
2012). The results of this study confirmed these benefits and the organizational
culture of JIBC would be enhanced with a commitment to the recommendations
provided.

METHODS
This project followed the action research methodology which is a collaborative
process of engaging stakeholders impacted by change, in the change process. For
this reason, two qualitative methods were used to gather data. The first method was
a World Café. A World Café is a large group method which creates space for
dialogue in order to share perspectives, develop new relationships, and discover
new directions for action. The second method was an online survey. The questions
posed during both were based on appreciative inquiry as an organization’s potential
can be best discovered through appreciation. A literature review was also
conducted to compliment the two qualitative methods.

APPLICATION

The impact of appreciation on organizational and emotional culture.

The project participants invited to participate in this study included all full-time
employees of the British Columbia Government Employees Union (BCGEU) and
Fair Comparison employee groups at JIBC.

RESULTS
Of the 264 BCGEU and Fair Comparison members at JIBC, 17 members
participated in the World Café and 61 members participated in the online survey
which was open for a one week period after the World Café had completed.
The most significant theme gathered from the participant data during the World Café
and online survey, was that appreciation made employees feel valued. The online
survey respondents (96.3%) indicated it was important to feel appreciated within the
workplace and 81.5% of the online survey respondents stated they showed
appreciation to others in the workplace most of the time.
The data gathered during the World Café and online survey support the following 5
statements:
1. An appreciative culture is characterized by healthy employees who contribute to
a healthy organization.
2. Appreciation makes employees feel valued.
3. Increased positivity and strength-based approaches are the building blocks of an
appreciative culture.
4. Appreciation can be given or received by anyone at any level of the organization.
5. Meaningful forms of appreciation are different for everyone.

Personal values that align with expressing appreciation and a time commitment to
this practice are needed to cultivate a culture of appreciation. These values and
practices serve to enhance the health of the employee and the organization,
particularly when demonstrated by senior management.

CONCLUSION
The following three recommendations were developed through the literature review,
World Café, and online survey:
1. Develop organization-wide appreciation initiatives.
2. Incorporate positivity, strength-based language, and strength-based practices into
conversation.
3. Create and support opportunities for employee engagement through meaningful
conversations.

KEY REFERENCES
Avey, J. B., Patera, J. L., & West, B. J. (2006). The implications of psychological capital on employee
absenteeism. Journal of Leadership and Organizational Studies, 13(2), 42–60.
doi:10.1177/10717919070130020401
Bushe, G. R. (2005). Appreciative leadership. Journal of the American Dietetic Association. 105(5), 699–700.
https://doi.org/10.1016/j.jada.2005.03.016
Chapman, G., & White, P. (2011). The 5 languages of appreciation: Empowering organizations by encouraging
people. Chicago, IL: Northfield.
Fagley, N. S., & Adler, W. G. (2012). Appreciation: A spiritual path to finding value and meaning in the workplace.
Journal of Management, Spirituality & Religion, 9(2), 167–187. doi:10.1080/14766086.2012.688621
Whitney, D. (2010). Appreciative inquiry: Creating spiritual resonance in the workplace. Journal of Management,
Spirituality & Religion, 7(1), 73–88. doi:10.1080/14766080903497656

ACKNOWLEDGEMENT:
This Organizational Leadership Project was the final element of the Masters of Arts in
Leadership program at Royal Roads University.

JUSTICE INSTITUTE OF BRITISH COLUMBIA