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Lack of respect fuels employee burnout
It is not just job stress and workload that causes burnout, but lack of respect for the employee can also trigger frustration, anger and sap employee morale and motivation.“Lack of respect was the single biggest turnoff in my earlier job,” says Swathi who quit her high-ranking post in an MNC to settle for a lesser-paid job in a smaller firm. “One of the managers took great pleasure in belittling some o
f the junior staff in front of his colleagues. What was even worse was the complacency with which the other managers and HR viewed the whole issue. They simply brushed it off as an internal matter and dithered instead of taking strong action.
It came as no surprise when half the workforce in the department quit in a span of two months. It is hard to put up with such behaviour. No amount of money is worth the sacrifice of personal dignity”, Swathi said.
The need to be respected and recognised is one of the most important human needs. And as a growing number of companies are realising, recruiting and retaining employees from blue-collar jobs to highly paid professional positions is not possible unless respect for employees is ingrained in the organisational culture.
When organisations breach the trust employees place in them by treating them unfairly or without respect, it causes disillusionment, dissatisfaction, and rapid exodus says a new study. Nearly 2000 workers ranging from line employees to top ranking executives were interviewed.
It was found that 54 per cent of those who participated in the study were willing to work for less if high trust factors and respect were present. A significant percentage of those interviewed also thought their performance could be improved if their management gave them more autonomy and information.
It is only natural that we want people to trust and have faith in what we say. However, respect is a two way street. To ensure that your employees have genuine respect for the organisation, you too must reciprocate the same to your staff. They ought to ensure it is ingrained in the organisation’s culture. Consider these five requirements as starting points to establish a milieu that values and respects its employees.
Provide an environment that is conductive to employee growth and development
Employee burnout is not always a private affair. It is important to remember that people tend to succumb to the negative practices that contribute to lower creativity and lower productivity far more quickly than they respond to positive reaffirmations.
It is therefore up to the organisation to provide an environment that is high on positive values. Time and again, studies have shown that business environments with high levels of trust encourage a greater level of creativity and productivity in employees.
When employees learn to trust and value their superiors and colleagues, they will feel more comfortable sharing their ideas and concerns. The result is an increased focus on common goals and teamwork.
Greater autonomy
In situations where greater autonomy is not practical, treat each employee with respect and consideration, regardless of his status in the organisation.
Listen to what the employee thinks and feels, then show them that his inputs are valued. Remember that honest and open communication along with mutual respect will engender trust.
Fairness and equity
Organisational justice is one of the least understood and most under utilised tools for creating better workplaces. Fairness and equity are cornerstones of organisational justice. If employees see you treating an employee unfairly, it will affect their own perception of fairness and trust within the organisation.
Create a climate of equity and integrity, and you’ll make striding progress with employee retention, morale and worker burnout. You’ll have emotionally committed workers who are less stressed out and more willing to go the extra mile.
Exhibit sincere interest in your employees, their professional goals, their career growth, and their personal well-being.
Treat them with respect and appreciate their handwork and contributions. Once employees realise that you’re truly interested in them, they’ll be far more committed to their work and to the organisation’s success.
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BINDU SRIDHAR
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