Feeling Worthless at Work?

 
A lack of meaning and purpose at work experienced by employees can create disconcerting thoughts of feeling lost and worthless. This may essentially be spurred on by an absence of authenticity in the role an employee plays in their work. It is not necessarily based on the salary or the status of the job in relation to the organisation they work in but more to do with how fulfilled and satisfied they feel with the contribution they make at work. This can of, course affect the quality of the work produced and in the long run this will lead to a lower output which will inevitably have a negative impact on the organisation itself.
 
Gallup’s (2013) 142 country study on the ‘State of the Global workplace’ reveals that 1 in 8 workers are psychologically committed to their jobs and so will be more likely to make positive contributions to the organisation as a whole. Due to lack of motivation the other seven will be less likely to expend any sort of discretionary effort towards their organisations goals or outcomes. This can cause detachment from their place work and lead to an increase in employee absenteeism (CBI, 2011) and turnover, a decrease in engagement and performance (Dromey, 2014), a deflated passion for work and a reduced ability to focus on the set task. 
 
So what do we do, get rid of this dead layer of the workforce and create a new one? Is it a feasible option considering the ratio of the demotivated workforce reflected by Gallup’s above mentioned study -- Is it realistic to expect that all the positive attitudes required in a particular job, should exist and be ready to rise to the occasion in an employee as and when needed by employers without the employers themselves having to make any effort at all? If this is the case then maybe we are forgetting the human element of our employees and that maybe we need to take more responsibility in ensuring that the right kind of environment is created.  This should embed a reason for the employees to feel that there is actually a meaning and a purpose to their job role. The requirement here essentially is for the employer to tap into the needs of the employee in order to maximise their hidden or apparent potential. Employers must realise ‘everyone has an aptitude for something; the trick is to recognise it, to honour it, to work with it’ (Denise Shekerjian, 1991). 
 
 
Employers’ -- Value your employees : 
1. Tap into the needs of the employee in order to maximise their potential   
2. A positive initiative taken will help to reduce absenteeism and turnover and increase engagement and performance.
3. Employee will benefit  organisation will benefit 
 
Written by Bushra Hussain
 
 
 
 
http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx
 
CBI (2011) http://www.cbi.org.uk/media-centre/press-releases/2011/05/workplace-absence-costing-economy-%C2%A317billion-cbi-pfizer-survey/
 
Dromey, J. (2014) http://www.acas.org.uk/media/pdf/7/6/08140-MacLeod-Clarkes-Concept-of-Employee-Engagement.pdf