Paula Bryant

Clark, Donald. (2004). “Hawthorne Effect.” Big Dog & Little Dog’s Performance Juxtaposition, The Art of Science of Leadership. Retrieved February 1, 2012 from http://nwlink.com/~donclark/leader/leader.html

Clark, Donald. (2004). “Organization Ethos vs. Warrior Ethos.” Big Dog & Little Dog’s Performance Juxtaposition, The Art of Science of Leadership. Retrieved February 1, 2012 from http://nwlink.com/~donclark/leader/leader.html

Clifton, Donald O. and Tom Rath. How Full is Your Bucket? Gallup Press: New York, NY. 2004. Pgs. 1 – 198.

Keeping Your Bucket Full: Increasing Positive Emotions and Productivity

In How Full is Your Bucket? Tom Rath and Dr. Donald O. Clifton, both psychologists and entrepreneurs, propose a lifestyle theory that is particularly important to management and leadership. According to their bucket and dipper theory, each individual has both a “bucket” and a “dipper” which they use to increase or decrease others’ positive emotions. Rath explains, “[an individual’s bucket] is constantly emptied or filled, depending on what others say or do to us. Each of us also has an invisible dipper. When we use that dipper to fill other people’s buckets—by saying or doing things that increase their positive emotions—we also fill our own bucket.” In contrast, Rath reiterates that when individuals use their dippers to dip from others’ buckets, they diminish both positive emotions and themselves. Rath and Clifton argue that negative experiences diminish well-being and productivity.

In a study conducted that surveyed more than 4 million employees worldwide, and over 10,000 businesses in more than 30 industries, Rath and Clifton found that individuals who received regular recognition and praise, “increased their individual productivity; increased engagement with their colleagues; were more likely to stay with their organization; and received higher loyalty and satisfaction scores from customers.”  Additionally, according the U.S. Department of Labor, the number-one reason people leave their jobs is because they do not feel appreciated by their managers and colleagues. For many managers, these statistics may seem like a non-issue. But multiple polls sited by Rath and Clifton found that “65 percent of Americans reported receiving little or no recognition for good work in the past year.” Thus, according to Rath and Clifton’s findings, American workers are astoundingly unproductive and disengaged in the workplace because of lack of recognition by management. Lastly, although it is crucial for management to recognize each individual employee, it is important to address negativity and weakness, because “positivity must be grounded in reality.”  Rath and Clifton encourage a “five to one” ratio as the perfect balance of positivity in the workplace—managers and leaders should provide employees with five positive or encouraging acts for every one negative act.

Although Rath and Clifton’s leadership theory is simplistic, the theory is important and noteworthy for individuals in management and leadership positions. As their studies illustrate, employees are significantly more productive and enthusiastic when they receive recognition by their leaders. Rath and Clifton’s theory is very similar to Elton Mayo’s Hawthorne Studies. The Hawthorne Studies emphasized that workers perform better when they receive attention from others or management (Clark). In other words, if employees feel that their work is valued by management and garners attention, performance standards will rise because they gain pride in their work. Thus, the bucket theory and the Hawthorne studies intersect closely, but the bucket theory emphasizes one management aspect that the Hawthorne Studies do not—doing “what is right.”  This aspect of the bucket theory ties it to the ethics theory “Organization Ethos vs. Warrior Ethos” from 1995. The Warrior Ethos highlights the importance of valuing employees, maintaining ethical behavior and “never leaving a fallen comrade behind” (Clark). This type of perspective, like the bucket theory, treats employees ethically and focuses on what is right, not just what type of leadership and management increases productivity and thus profit. In summary, the bucket theory is an essential management theory because leaders must always remember to encourage and recognize employees—employees are truly the backbone of a company. Although the bucket theory is necessary and emphasizes ethicality, it is extremely simplistic. The bucket theory would probably see the most success when implemented along with a second management theory.

In conclusion, I would strongly recommend Rath and Clifton’s theory to public relations students, when implemented with a second management theory. As an individual who has held many leadership positions in organizations, there is truly no “I” in team. Recognizing and encouraging employees is an essential part of growing, improving and managing a company. Employees, as I have iterated, are the backbone of companies and organizations. After all, if an employee is not happy and supportive of a company, who will be? Employees’ attitudes, happiness and experience with a company often radiate through that company’s image, and affect how customers and consumers are treated. The message in Rath and Clifton’s bucket theory is clear: care about your employees, care about your company and do what is right by recognizing those most essential to your company’s well-being.