Majority of working people are not satisfied with their jobs
Only 15% working people satisfied with their jobs and boss
Only 15%
working people are satisfied with their jobs and bosses. 85% working people hate
their jobs and their bosses even more. The overwhelming majority of working
people are not enjoying their work. They are working because they need money to
live on. The workers are not engaged in their work.
This was
revealed in the Gallup survey. According to Gallup's World Poll, many people in
the world hate their job and especially their boss. That is why global GDP per
capita, or productivity, has been in general decline for decades.
In
2013, Forbes magazine reported on the poll, saying “work is more often a
source of frustration than fulfillment for nearly 90% of the world’s workers.” The
number of global employees described by Gallup as “emotionally disconnected
from their workplaces” is only slightly better this year (85%) than four years
ago (87%).
The work has
become more stressful. The competition in jobs has increased. With the development
of artificial intelligence and modern technology- the speed of work has
increased. The exploitation has increased.
62% of
workers are described as “not engaged,” meaning they are “unhappy but not
drastically so. In short, they’re checked out. They sleepwalk through their
days, putting little energy into their work,” Forbes says. And 23% are what
Gallup calls “actively disengaged,” meaning “they pretty much hate their jobs.
They act out and undermine what their coworkers accomplish.”
And 23% are
what Gallup calls “actively disengaged,” meaning “they pretty much hate their
jobs. They act out and undermine what their coworkers accomplish.”
According to
Forbes, “the most obvious fix for unhappy workers” is communication, praise and
encouragement: “Tell them what you expect of them, praise them when they do
well, encourage them to move forward. Give them the tools they need and the
opportunity to feel challenged.”
According to
this survey- Only 15% of the world's one billion full-time workers are engaged
at work. It is significantly better in the U.S., at around 30% engaged, but
this still means that roughly 70% of American workers aren't engaged. It would
change the world if we did better.
To summarize
Gallup's analytics from 160 countries on the global workplace, the conclusion
is that organizations should change from having command-and-control managers to
high-performance coaches.
What if,
among all the good full-time jobs in the world -- approximately 1.2 billion --
we doubled the number of engaged workers from 180 million workers to 360
million? How hard could it be to triple it to more than 500 million engaged?
What if we delivered a high-development experience to 50% of the billion
full-time employees around the world? It is very doable.
What the
whole world wants is a good job, and we are failing to deliver it --
particularly to young people (millennials). This means human development is
failing, too. Most millennials are coming to work with great enthusiasm, but
the old management practices -- forms, gaps and annual reviews -- grinds the
life out of them.
Gallup
defines millennials as people born between 1980 and 1996. And they are from a
different planet than, say, baby boomers. Baby boomers like me wanted more than
anything in the world to have a family with three kids and to own a home -- a
job was just a job. Having a family and owning a home was the great American
dream.
To
demonstrate the historical seriousness, stress and clinical burnout and
subsequent suicide rates in Japan have caused the government to intervene. The
current practice of management is now destroying their culture -- a staggering
94% of Japanese workers are not engaged at work.
Employees
everywhere don't necessarily hate the company or organization they work for as
much as they do their boss. Employees -- especially the stars -- join a company
and then quit their manager. It may not be the manager's fault so much as these
managers have not been prepared to coach the new workforce.
While the
world's workplace is going through extraordinary change, but management
practices are the same. No big change took place in the management pattern and
practices. The innovation is required in management practices and concepts.
What does
all of this mean for reversing world productivity trends? It means that we need
to transform our workplace cultures. We need to start over.
To summarize
Gallup's analytics from 160 countries on the global workplace, our conclusion
is that organizations should change from having command-and-control managers to
high-performance coaches.
World
productivity has been in general decline for far too long. Think beyond your
own workplace. Think a coast-to-coast Detroit in America. Many U.S. cities are
slipping into that right now. Imagine a worldwide Venezuela.
Khalid Bhatti
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