According to Gallup, managers are the most likely of twelve occupation groups to be engaged in their jobs—meaning they have deep involvement in and enthusiasm for their work, and that they are actively contributing to the organization where they work.
Managers’ engagement is also up the most since 2009. In 2012, 36 percent of managers and executives were engaged in their jobs and organizations. The reason for this engagement is still unknown, leaving Gallup and others to speculate.
The least engaged workers in both 2009 and 2012 were those in manufacturing and transportation workers. Which both groups also have the lowest well being (not a surprise since engagement usually mirrors well being).
The only group to see a decline in engagement (3 point drop) from 2009 to 2012 are service workers. Their jobs are dependent upon consumer spending, and with that number affected by the economy, and business growth negatively impacted, service workers are in turn negatively impacted—which then impacts the workers job and organizational engagement.
Gallup conducted telephone interviews with 151,284 random U.S. workers ages 18 and older to gather this data. Gallup called each person randomly on their landline and cell phones using a sampling method called random-digit-dial.
According to Gallup their Employee Engagement Index is based on:
“...worker responses to 12 actionable workplace elements with proven linkages to performance outcomes, including productivity, customer service, quality, retention, safety, and profit. Engaged employees are involved in and enthusiastic about their work. Those who are not engaged may be satisfied but are not emotionally connected to their workplaces and are less likely to put in discretionary effort. The Actively Disengaged are emotionally disconnected from their work and workplace and jeopardize their teams’ performance.”
Foreman & Associates Chimes In
Could it be that managers see themselves in the role of merely managing and overseeing, and in that role they are actively engaged with supervising the efforts of others but not necessarily engaged with positively motivating and engaging those who report to them?
There are numerous studies that connect engagement with how employees are treated, feel they are treated, and to what extent employees have buy-in to the organization’s mission, vision, and claims of being a team-oriented family-like business. If an employee does not feel as though they are part of the organizational “family” there is a higher probability of lower engagement. If an employee feels like a productivity output “monkey” then they also may feel as though the only thing the organization wants them for is to produce numbers, but it is not concerned with them as a person.
It would be interesting to see how the organizations where these polled workers are employed handle things such as insurance, workers compensation, work hours and time off requests, employee feedback, etc. What is the culture, subcultures, and internal environments like within these organizations?
How is management trained compared to line employees? How are managers trained to deal with issues that impact their employees, compared to how managers would like to be treated when dealing with these same issues in their personal life? What if managers, many of whom have no real management training (beyond books and maybe associated with a college degree), do not realize that they are not good or efficacious managers, so they do not see the error in their ways—resulting in the thinking that they are doing a great job—which for them causes a higher engagement and sense of well being?
Where do c-suite leaders (CEO, COO, CFO, CAO, CMO, CIO) factor in with employee engagement and well being? Is there a major disconnect between the c-suite and management which then causes an even greater disconnect between management and lower-level employees? As long as the c-suite sees acceptable “numbers” coming from the ground level, how many of them are truly concerned with how the numbers are generated, and how their employees feel about their job and about life in general?
If employee satisfaction is low, productivity and customer service will most likely also be low—if not now, eventually—but do organizations jump in to correct this through efforts of increasing employee satisfaction and engagement, or do they merely reassign or replace the employee?
This is one of many areas that Foreman & Associates works with organizations in addressing, resolving, and training all organizational levels in during any stage of an organization’s lifeline. It does not matter if your organization has been around 6 months or 60 years, job and organizational engagement is an issue that can be addressed at any time. It does not matter if you have only one employee or if you have 200 people working at your organization, employee engagement and well being is a serious issue that should not be overlooked or under-resourced.
Employees stealing reams of paper, staplers, note pads, and other supplies is not simply a case of kleptomania, but rather the sign of organizational behavior issues stemming from low employee engagement and well being. If employees do not feel like true members of your organization’s “family” then they will behave accordingly, they will not be concerned with how the organization is impacted by the decisions they make, or what they take.
If you operate or work for an organization this Gallup report should be of great interest to you. What is being overlooked within your company? What missing component could cause a huge breakdown within your organization?
Gallup will release in-depth findings on U.S. engagement in the forthcoming State of the American Workforce report, but until then you can read their summary findings here:
For more information about Foreman & Associates, LLC please visit our website at http://foremanandassociates.co
Copyright 2013. Some Rights Reserved. Foreman & Associates, LLC. foremanandassociates.co