Hi All,
I found this article in the Economic Times. Please read the article. The question I have is, how much do we need to motivate an employee? Isn't there something in an employee saying, "It's my company and I must see it reach the top. I too must be a part in ensuring its growth."
I would like to know your viewpoints on this article.
Why Employees are less committed? by Laxmi Devi
Source: INDIATIMES NEWS NETWORK
"Why should I work more than what the company pays me for?" You must have heard this comment in your workplace. Even my friend cribs, "When the company doesn't recognize our work and doesn't acknowledge it monetarily, then why should I work beyond its expectations?"
Increasingly, such an attitude appears to be the new gospel at workplaces and ought to be recognized as a trend that is haunting most employers.
"Most of us work and wait for month-end salary because we are recruited and paid for that. It's a give and take relationship we share with the company and there is no emotional bonding."
"So if the company treats us well, then we will work up to its satisfaction. And if it plays dirty games, then it cannot expect us to treat it fair." Such was the reaction of an employee working in a leading PSU firm in Mumbai when ET.com asked why most employees are not committed to their companies.
There are many employees who think this way, and the attitude is growing fast not only in Indian companies but abroad too. An employee loyalty study released by London-based research firm Taylor Nelson Sofres (TNS) reveals that a majority of US workers admit to having a low level of commitment to the job they do and the company they work for. The study also unveils that even satisfied employees are not necessarily hardworking or committed to a company's bottom-line performance. As a result, we get to see organizations battling for workforce share, just as they battle for market share.
Nevertheless, the level of commitment varies from an employee to employee. Dinesh K Vohra, author of 'Success in just 6 steps away', says, "Employers also need to understand that the level of employee involvement and commitment will not be uniform for all times. There would be phases when a number of employees will feel low, and it will impact their productivity, but that is natural. They will also commit silly mistakes, but the leadership has to be considerate towards them if they are honest in acknowledgment and are willing to mend. Even machines do not perform with 100 percent efficiency all the time."
Employees need a caring leadership and work atmosphere to perform their best. High achievers are always groomed through a congenial work atmosphere and motivational leadership.
Employees consider the employer as the boss. But the organizational structure has many bosses at every level. Nalini Srivatsav, a working professional from Bangalore, talks about her dilemmas: "Although I want to work for my company, the bosses who are also part of the same system do not allow me to be. I am unable to work due to lack of coordination and understanding by my immediate seniors and boss. Just based on this, can an employee's commitment be questioned?"
This kind of vulnerability has to be accounted for in an organization. The level of commitment also depends on the leadership of each boss in the hierarchy. It's not true that satisfied employees are committed and non-committed employees are unreliable to a company.
Fortune 500 companies have significantly higher levels of employee commitment. Workers at these companies give management higher ratings on issues of business ethics, innovation, and competitiveness. The TNS study, which surveyed 20,000 workers across 33 countries, exposes the level of commitment in employees globally. It classified employees as 'ambassadors', 'company-oriented', 'career-oriented', and 'disengaged' to measure the level of their commitment.
The survey revealed that globally there are 44 percent of ambassadors (the most committed - those who are fully committed to the company and to their work), 8 percent of company-oriented workers (the next most committed group, which includes those who are fully committed to their company - more so than their work and career), 14 percent of career-oriented (includes those who are more interested in furthering their career and their needs over the needs of the company), and 35 percent of disengaged (the employee segment that no company wants but has in abundance. They are neither committed to their company nor to their career.)
While not everyone can or will become an ambassador, it appears from the TNS study that enhancing those factors that drive ambassador commitment would increase the commitment of all other segments. Commitment is a two-way process, and one must go the extra mile to create and maintain it. Do not forget the fundamental fact that commitment, trust, and empowerment go hand-in-hand. It is probably the only way to achieve true corporate excellence.
Regards,
Mallet.
I found this article in the Economic Times. Please read the article. The question I have is, how much do we need to motivate an employee? Isn't there something in an employee saying, "It's my company and I must see it reach the top. I too must be a part in ensuring its growth."
I would like to know your viewpoints on this article.
Why Employees are less committed? by Laxmi Devi
Source: INDIATIMES NEWS NETWORK
"Why should I work more than what the company pays me for?" You must have heard this comment in your workplace. Even my friend cribs, "When the company doesn't recognize our work and doesn't acknowledge it monetarily, then why should I work beyond its expectations?"
Increasingly, such an attitude appears to be the new gospel at workplaces and ought to be recognized as a trend that is haunting most employers.
"Most of us work and wait for month-end salary because we are recruited and paid for that. It's a give and take relationship we share with the company and there is no emotional bonding."
"So if the company treats us well, then we will work up to its satisfaction. And if it plays dirty games, then it cannot expect us to treat it fair." Such was the reaction of an employee working in a leading PSU firm in Mumbai when ET.com asked why most employees are not committed to their companies.
There are many employees who think this way, and the attitude is growing fast not only in Indian companies but abroad too. An employee loyalty study released by London-based research firm Taylor Nelson Sofres (TNS) reveals that a majority of US workers admit to having a low level of commitment to the job they do and the company they work for. The study also unveils that even satisfied employees are not necessarily hardworking or committed to a company's bottom-line performance. As a result, we get to see organizations battling for workforce share, just as they battle for market share.
Nevertheless, the level of commitment varies from an employee to employee. Dinesh K Vohra, author of 'Success in just 6 steps away', says, "Employers also need to understand that the level of employee involvement and commitment will not be uniform for all times. There would be phases when a number of employees will feel low, and it will impact their productivity, but that is natural. They will also commit silly mistakes, but the leadership has to be considerate towards them if they are honest in acknowledgment and are willing to mend. Even machines do not perform with 100 percent efficiency all the time."
Employees need a caring leadership and work atmosphere to perform their best. High achievers are always groomed through a congenial work atmosphere and motivational leadership.
Employees consider the employer as the boss. But the organizational structure has many bosses at every level. Nalini Srivatsav, a working professional from Bangalore, talks about her dilemmas: "Although I want to work for my company, the bosses who are also part of the same system do not allow me to be. I am unable to work due to lack of coordination and understanding by my immediate seniors and boss. Just based on this, can an employee's commitment be questioned?"
This kind of vulnerability has to be accounted for in an organization. The level of commitment also depends on the leadership of each boss in the hierarchy. It's not true that satisfied employees are committed and non-committed employees are unreliable to a company.
Fortune 500 companies have significantly higher levels of employee commitment. Workers at these companies give management higher ratings on issues of business ethics, innovation, and competitiveness. The TNS study, which surveyed 20,000 workers across 33 countries, exposes the level of commitment in employees globally. It classified employees as 'ambassadors', 'company-oriented', 'career-oriented', and 'disengaged' to measure the level of their commitment.
The survey revealed that globally there are 44 percent of ambassadors (the most committed - those who are fully committed to the company and to their work), 8 percent of company-oriented workers (the next most committed group, which includes those who are fully committed to their company - more so than their work and career), 14 percent of career-oriented (includes those who are more interested in furthering their career and their needs over the needs of the company), and 35 percent of disengaged (the employee segment that no company wants but has in abundance. They are neither committed to their company nor to their career.)
While not everyone can or will become an ambassador, it appears from the TNS study that enhancing those factors that drive ambassador commitment would increase the commitment of all other segments. Commitment is a two-way process, and one must go the extra mile to create and maintain it. Do not forget the fundamental fact that commitment, trust, and empowerment go hand-in-hand. It is probably the only way to achieve true corporate excellence.
Regards,
Mallet.