Years of working in corporate organisations have taught me that a truly healthy workplace is a joy to find.
Such workplaces are built on trust, reassurance, supportive teams, and a strong sense of belonging.
Employees feel valued and are not unfairly judged or intimidated for making mistakes.
I experienced this after completing my tertiary education.
During one staff meeting, the board chairman said something I have never forgotten:
"Please, we know why we hired you.
Here, we don't fire people.
We believe you will do the right thing.
Management is always here to support you.
Don't be afraid."
Those words immediately eased employees' fears.
Many of us had assumed that one mistake could cost us our jobs.
Years passed and none of us was dismissed because of genuine mistakes. Instead, the trust management showed us encouraged responsibility, commitment and better performance.
This experience taught me that employees perform best when they feel trusted and supported.
Fear may force compliance, but trust inspires commitment.
Unfortunately, in Ghana, some employees live with the constant fear of losing their jobs.
One reason is the limited availability of employment.
Many graduates spend years searching before securing work, making them anxious to avoid dismissal.
Even experienced professionals recognise that job security is not guaranteed.
I once had a director advise me to continue searching for opportunities even after getting a job because "anything can happen, including dismissal."
Another reason is the stigma attached to dismissal.
Family, friends and neighbours may assume that anyone who loses a job committed serious misconduct.
Such judgement can damage confidence, reputation and emotional wellbeing.
The fear of dismissal affects not only employees but also organisations.
Performance anxiety
One consequence is performance anxiety.
Employees who understand their roles and are encouraged without constant threats are more willing to take initiative.
However, in some organisations, failing to meet a target is quickly labelled as underperformance, even when there are genuine reasons.
Over time, temporary setbacks are treated as personal weaknesses.
According to Antigone Lanitis (2025), performance anxiety is the intense fear of failing or facing the consequences of poor performance.
It reduces concentration, confidence, job satisfaction and productivity.
Quiet quitting
Another consequence of the fear of dismissal is quiet quitting.
In a conversation, a colleague narrated that he once worked under a supervisor who threatened to dismiss him over a completely false allegation.
The following week, he submitted his resignation. However, not every employee responds in the same way.
Some employees do not resign immediately. Instead, they quietly withdraw.
They do only what is required, reduce their participation in projects and meetings and begin searching for other opportunities.
Eventually, they leave.
When fear replaces trust, organisations lose experienced and talented employees.
This affects productivity, innovation, teamwork and reputation.
Psychological safety
The fear of dismissal also destroys psychological safety.
Employees become afraid to report wrongdoing, unsafe conditions or unethical behaviour because they fear victimisation or losing their jobs.
In Ghana, unemployment and the belief that "there is no work" often discourage workers from speaking up.
According to Raymond Klutse (2026), writing in the Daily Graphic, a culture of fear denies employees freedom of expression, workplace dignity and job security.
An organisation where people cannot speak openly may appear peaceful, but beneath the silence are frustration, fear and missed opportunities for improvement.
Reducing the fear of dismissal requires commitment from both employers and employees.
Coltin Hibbert (2024) recommends developing emotional resilience so that fear does not control decision-making.
Employees should also improve their skills, save where possible and prepare contingency plans to increase confidence during uncertain times.
Leaders, however, have the greater responsibility.
They should create workplaces where employees feel safe discussing challenges, asking questions, seeking feedback and admitting mistakes.
Accountability is essential, but mistakes should be handled fairly and compassionately.
At the same time, employers should not hesitate to dismiss workers whose conduct seriously harms the organisation, provided such decisions are fair, transparent and professional.
A good salary is important, but so is a healthy workplace.
Job seekers should desire both.
The best organisations are not built on fear.
They are built on trust.
Institutional Assessment Practitioner
