Why people work? If your answer is reduced to money, as a leader you are in trouble. You probably heard about Maslow’s hierarchy of needs. Basically, he explained that for people to achieve a higher need (for example, self actualisation through personal talent development) they must first have their basic needs satisfied (i.e. safety and security). In words of today’s working environment, in order to motivate their employees, business leaders first have to do what they can to secure them compensation and health security that are not less than the average packages for their kind of job in the same industry and in the approachable market. But once that is not an issue, only for a limited number of employees compensation remains their main motivator. For others, everything else plays a bigger role. Maybe surprisingly, relation with the manager comes first. In a 2015 SHRM Employee Job Satisfaction and Engagement survey, only 69 percent of employees felt they were consistently putting all their effort into their work. And guess what? It was mostly not about the money.
Ilya Pozin, people development professional, tackled the issue in a kind of opposite manner, in the article published on his LinkedIn profile. He based his article on the findings of the study by “Dale Carnegie Trainings” on reasons why people hate their jobs. The study shows that compensation and benefits dissatisfaction is on the 10th place of the reasons why people hate their jobs. Let’s see the other reasons too:
- Their values don’t align with the company.
- They don’t feel valued.
- Job insecurity.
- There’s no room for advancement.
- They’re unhappy with their pay.
- There’s too much red tape.
- They’re not being challenged.
- The passion’s gone
- Their boss sucks.
“If you have unhappy employees, the first thing you should look at is your management habits. The next thing to do is actually talk to your employees to get to the bottom of the problem.”, says Ilya Pozin.
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