Opting Out: How to Increase Worker Satisfaction
February 25, 2013
Many managers are clueless. Some bosses think because employees have a job despite the financial crisis, employees should be happy. When the pressures of globalizations are upon American businesses, companies need workers to achieve high performance.
In my book, Breaking Organizational Ties: How to Have a More Fulfilled Life in Your Current Job, I researched and tracked the growing discontentment of some employees about their job situation. In fact, U.S. employee satisfaction is at a 20 year low.
Most employees do not trust their senior leadership to guide the organization with their employees in mind. Furthermore, cost cutting of professional training and education and the lack of vertical advancement in organizations are creating a growing number of unhappy workers. Given these organizational constraints, employees seek to opt out by giving the organization the least amount of performance in order to keep their jobs.
Since the economic downturn, some employees are dissatisfied with professional growth and career advancements in their jobs. Gareth Jones and Jennifer George, authors of Contemporary Management, note that managers need to be mindful how they make decisions that affect employees.
[youtube=http://www.youtube.com/watch?v=cUZbsrKSKR0]
Downsizing and outsourcing are a way of life for most organizations. However, many times low morale in these organizations is attributed to how employees are treated in this process. Jones and George further suggest that managers should show compassion and empathy for layoff victims, by providing employees with as much advance notice as possible about the layoff, and giving clear information about severance benefits.
After the layoff, they can also assist layoff victims in their job search efforts. These are a few of the ways in which managers can humanely manage a layoff. Richard Daft, author of Management, explains the importance of motivating employees: “One secret for success in organizations is motivated and engaging employees. Most people begin a new job with energy and enthusiasm, but employees can lose their drive if managers fail their role as motivators.”
Therefore, managers need to inspire followers to minimize the number of individuals who ‘opt out’ in organizations. Employees play a critical role in determining if they will ‘opt out.’ Marsha Sinetar, author of Do What You Love, The Money Will Follow, notes that the lingering consequences of employees who only work to obtain a paycheck: “Most of us think about our jobs or our careers as a means to fulfill responsibilities to families and creditors, to gain more material comforts, and to achieve status and recognition. But we pay a high price for this kind of thinking.”
Yet, if organizations are to be successful, they can’t afford their workers to be ‘opting out’ and providing less than superior performance against the backdrop of global forces.
Discuss how managers can inspire employees toward greater job satisfaction.
© 2013 by Daryl D. Green
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February 27, 2013 at 2:35 pm
Dr. Green,
So how do you suggest we help employees “opt-in”? Could it be that employees “opt-out” or “check-out” because there is a realization that their values are not shared? I wonder if there is a difference between “opting-out” and “checking-out.” One seems to be a choice and another seems to be the result of something. Is “opting-out” the result of poor leadership or a choice an employee makes. Certainly the follower has to also be considered in this situation because our economy is not always going to be bullish and yet we always have people who “opt-out.” Should the leader always be at blame or is it possible that poor attitudes and poor values can also lead to “opting-out.” What are your thoughts on this?
Overall values are a key component in the effectiveness of the leader follower relationship. “Research reveals that people who share core values….are more willing to make personal sacrifices, perform above normal expectations, and will not leave the organization for their own self-interests” (Malphurs, pg. 41). Values incongruency happens when these values are not shared and can lead to “chaos” or confusion, a disruption in “creative energy” and a loss of “constructive” progress (Malphurs, pg. 52). Leaders who understand the incongruency in core values can determine if there is an “organizational fit” for a potential follower before entering the organization. Leaders who do not understand the incongruency in core values make the mistake of misinterpreting the reasons for the failure of this relationship.
It is the responsibility of all to determine if core values are shared but the primary responsibility of the leader “to see that it takes place” (Malphurs, pg. 56). The outcome of shared values is a reinforcement of commitment and trust within the leader follower relationship (Kouzes, pgs. 49-51). Successful leaders work at “building consensus on basic values” because this is what knits together the leader and follower relationship (Malphurs, pg. 17). Understanding what values need to be sown in order to reap the benefits of this relationship is key to its success. In “The Human Equation” Jeffrey Pfeffer states, “people, culture, capability — are important sources of competitive advantage. People are the strategy.” (Pfeffer, pg. 17)
Is it feasible that the organization has lost it’s focus on its true value source: it’s people or is an economic downturn simply the revelation that people were never of value? Is it possible that in times of an economic downturn these issues are more evident and in times of plenty they are overlooked? Is it also feasible given this that these organizations are not investing into their people but rather trying to protect what they have? Either way the loss of focus on the true source of value eventually tickles down and demonstrates itself at all levels of the organization.
Kouzes, James M. and Posner, Barry Z. (2003). The Leadership Challenge (3rd ed.). California: Jossey-Bass.
Malphurs, Aubrey (2004). Values-Driven Leadership: Discovering and Developing Your Core Values for Ministry. (2nd ed). Michigan: BakerBooks.
Pfeffer, Jeffrey (1998). The Human Equation. Massachusetts: Harvard Business School Press
February 27, 2013 at 8:05 pm
Dr. Pfohl,
You always amaze me in asking probing questions: “So how do you suggest we help employees “opt-in”? Could it be that employees “opt-out” or “check-out” because there is a realization that their values are not shared?”
As you know, the problems in organizational issues usually point to the lack of effectiveness leadership. To make more organizational functional optimally, all components must work together (aka strategy, structure, and culture). Many managers spend less time of developing their human capital….PEOPLE. This lack of concern by managers often create the mechanism of ‘opting-out’ or ‘checking-out.’
It’s an issue that can be solved…if managers care!
Professor D. Green
February 28, 2013 at 2:42 pm
Agreed, thanks for your insights and your thoughtful posts. It’s a pleasure to interact with a fellow colleague.
February 27, 2013 at 11:22 pm
How can managers inspire employees toward greater job satisfaction?
Most employees look forward to going to work because they feel as sense of need and purpose. This is achieved when managers make an effort to fulfill the needs of their employees. Simple things like, giving a positive feedback on tasks completed, rewarding high productivity and daily motivation for work that was well done is what makes a huge difference in whether an employee feels satisfied on the job. White (2012) in her article cited a survey done by the American Psychological Association which found that one of the top reasons why employees were staying with their current employers was not because of the pay but as a result of the positive feeling they get from going to work “feeling like their jobs fit into the rest of their lives”. She goes on to state that offering more money might attract employees but getting them to stay requires the intangible rewards of a job well done. These are just a few suggestions as to how managers can inspire their employees toward greater job satisfaction.
Reference
White, M. (2012) Job satisfaction or long term stability? Turns out it’s hard to have both. TIME
Retrieved from http://business.time.com/2012/12/14/job-satisfaction-or-long-term-job-stability-turns-out-its-hard-to-have-both/
February 28, 2013 at 1:27 pm
One thing that managers can do is to be happier in their own job. A new study by the UK’s Institute for Leadership and Management suggests that “positivity may be the key to unlocking superior performance” (Anderson, 2013). If you do not have a positive attitude about your job and the company, how can you expect to motivate others towards a positive attitude? According to the study a key best practice is to ensure regular communication- “teams whose managers provide frequent feedback, coaching, and access to development programs were happier and higher-performing, which in turn, improved manager performance and positivity” (Anderson, 2013). Since my immediate supervisor instituted a weekly meeting where we communicate informally over a game of bingo, I have seen this assertion to be true. Our team is happier, more productive, and more committed to her and the organization, in part because we know that she is happier, productive and committed to the organization.
Anderson, M. (2013, January 17). Does being happy make you a better manager? [Web Log post] Retrieved from http://www.theglasshammer.com/news/2013/01/17/does-being-happy-make-you-a-better-manager/
March 4, 2013 at 10:47 am
Renee,
Thanks for sharing your insight on how managers being happy in their own job.
You Stated
One thing that managers can do is to be happier in their own job.
My response,
I agree that employees that work for a manager who is happy cares about their job and their employee’s jobs create stronger job satisfaction. Spitzig (2013) states, in his article about the characteristic of long-term manager, “They have an inherent and ongoing desire to make people happy. They are enthusiastic and positive in their attitude and their management style and temperament fits the businesses where they work” (p. 3). Therefore, as you stated can see this to be true with your manager I too can see this as being true assertion in the sports industry. Players are willing to play harder for managers who they know who cares about them and makes playing for them enjoyable and as consequent they wins more games. In conclusion, a happy manager equals stronger employees’ satisfaction.
References
Spitzig, N. (2011). longevity and the general manager. Supervision, 72(7), 3-4.
Leave A Reply
I think that one big thing that managers can do to motivate their employees is to take pride in their position. This does not mean being boastful, but being able to convey to your employees that your job as well as theirs is one of importance. Also, it is important for managers to know their employees. Television shows like “Undercover Boss” prove the importance of this fact. When managers achieve these two things it creates a positive atmosphere. “Specifically, employees who are in an up, positive emotional state are likely to view challenges as opportunities” (Hiam, 2003). It is also important to reward employees. Of course they should be fairly compensated but the best places that I have worked have rewarded employees with such things as gift cards, catered lunches, vouchers that allow you to wear jeans to work. They were simple things but it created a positive culture and made employees want to be there. “Offering money and other concrete rewards will increase commitment to and reinforce the importance of the goal” (Jensen, McMullen, Stark, 2007). To me the best organizations utilize the most out of the minimum. Meaning, they ensure employee commitment by gratifying hard work.
Hiam, A. (2003). Motivational Management : Inspiring Your People for Maximum Performance. AMACOM, American Management Association.
Jensen, D., McMullen, T., & Stark, M. (2007). Manager’s Guide to Rewards : What You Need to Know to Get the Best For–and From–your Employees. American Management Association.
Rebekkah,
Excellent! However, this observation requires the employee to have a strong internal locus of control.
Professor Green