You can't make every worker happy, surely, and should a business even
try? Evidence from our recent research suggests, actually, that the
answer is yes. Or rather, our evidence shows that managers are giving
up far too soon on their disgruntled employees, making them less
productive than they could be, exposing their companies to unnecessary
risks from thefts and leaks in the process, and inflating turnover
costs.
What causes employees to become disgruntled and what can be done to
prevent it? To find out we zeroed in on the most unhappy people in our
data. These were 6% in our database of 160,576 employees who displayed
the lowest levels of job satisfaction and commitment on their 360
evaluations of their bosses. We were looking for those among them whose
managers also oversaw the most satisfied employees. In this way we
identified that group of leaders who were managing both the very unhappy
and the very happy at the same time.
The results of the data were clear: There is most definitely such a
thing as "the boss's favorites." And while, in any disagreement we
inevitably find both parties bear part of the fault — that is, the
disgruntled employees do certainly play some role in their own
unhappiness — we consistently found in the analysis that their
complaints were justified. Their managers were in fact treating the
disgruntled employee differently than they treated their very satisfied
employees. What's more, when the managers in question started to treat
their disgruntled employees like everyone else, the employees' behavior
quickly improved.
Our results suggest a clear path forward for bringing disgruntled
employees back into the fold. In particular, the unhappy group in our
survey strongly agreed on six major areas in which they felt (and we
agree) that their leaders needed to improve:
Are You Creating Disgruntled Employees? - Joseph Folkman - Harvard Business Review
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