New?university research?finds that while more passionate employees are often more productive, innovative and collaborative, focusing on fostering a vibrant workforce may neglect the needs of employees driven by other motivations, such as financial stability, social status or familial obligations.
“These employees play a critical role in the success of their companies, but may be subject to an invisible penalty due to their perceived lack of passion for their work,” wrote the researchers led by Mijeong Kwon, a professor of management at the
University of Colorado Denver Business School
in an?article in the Harvard Business Review.
Research involving about 1,250 full-time employees across organizations that varied in size and industry came to the following conclusions about workplace motivation:
- Employees:?Employees who love their work often have a “moral imperative” that makes them less likely to help the less work-inspired, hurting their chances for advancement and creating “severe consequences for employee morale, retention, and overall organizational performance.”
- Managers:?Overly recognizing passionate employees can undervalue their contribution and alienate other employees. “Recognizing and celebrating the unique contributions of all employees, regardless of their underlying motivations, will help create a sense of belonging and purpose among your workforce, leading to increased engagement and productivity.” the researchers wrote.
- Benefits:?Flexible work arrangements, or access to professional development opportunities, may need to be better prioritized to motivate employees working for external rewards.
- Culture:?Encouraging employees to discuss their motivations and goals “even when they are misaligned with a passion-driven ethos” can encourage dialogue between employees who vary in their motivations both inside and outside the workplace. ”Mentorship, networking relationships, or job crafting (i.e., spending more time on tasks that are more meaningful to them) can expose employees to roles they may be more excited about,” the researchers wrote.
A?McKinsey survey taken in April 2022?found the top five reasons U.S. frontline retail employees are considering leaving their jobs in the next three to six months were workplace flexibility, cited by 34 percent; career development, 32 percent; health and well-being, 29 percent; compensation, 29 percent; and meaningful work, 27 percent.
- Are retailers meeting the needs of store associates across work motivations?
- What insights does the study in the article offer about creating an inclusive workplace that appeals to employees with diverse motivations?
Markets Investor-Trader | Retail Dept Stores Regional Ops Director | Multi-District Field Support Mgr | Store Leader
1 年A common theme for Retail Workers displeasure stems not just from low pay, or lack of hours / benefits, but rather a Workload Task Environment that is not supported with sufficient Headcount / Payroll. Retailers have run Stores too lean, far too long, while increasing Workload Tasks, especially as BOPIS, Curbside, and Ship From / To Stores has become more prevalent. Freight / Mdse Receipts Workload is also a major pain point, especially at peak Seasons such as Back to School and Holiday. Not uncommon for Stores to be, for example, Forecasted 4 Trucks / Payroll Allocated for 3 / Actual Received 5 Shipments. Store Payroll not sufficient to match Workload Tasks leads to Employee burnout / apathy and turnover, along with weakened Core Environment Standards, high Shrinkage, and bad Customer Service Experiences.