Job insecurity at a 20 year high

Since 2006, work across the board has become more intense, with the pressure of tight deadlines and the speed of work increasing to record levels. As a result, job-related stress has increased, while job satisfaction and happiness at work have fallen. Almost a third of employees are also fearful of unfair treatment including discrimination, victimisation, and being dismissed for no good reason. It would appear that, while mass unemployment has not characterized the period since the financial crisis, things are still tough for people at work.

So, why should employers be worried about this sense of insecurity and unhappiness at work? Surely, if people are fearful of losing their jobs, they will work harder and toe the line – isn’t that a good thing?

Problems

In fact there are many problems associated with a culture of fear and insecurity. When people are scared they tend to keep their heads below the parapet. They may be reluctant to use their initiative or take risks, for fear of making mistakes which may have negative repercussions. They may not speak up if they see poor practice or have ideas about how things could be done better, lest they be regarded as trouble makers. They may be tempted to sweep bad news under the carpet in case the messenger gets shot. The result of these behaviours is an outwardly compliant workforce that may be working harder while missing out on the opportunity to work smarter, and a management team that does not know what’s really going on because nobody has the courage to tell them.

Over a period of time, job dissatisfaction leads to low morale which is not good for productivity. It may also lead to stress-related illness which may adversely impact on attendance levels. Alternatively, if people are too scared to take time off sick, it may lead to “presenteeism” – where people drag themselves into the workplace even when unfit to work, which can lead to accidents, workplace conflict and poor decision-making.

Faced with a stressful and unpleasant working environment, the most capable and proactive employees will usually be the first to find alternative employment, thus potentially robbing the organisation of its star performers.

A better way

To maintain a truly motivated, high performing workforce, employers need to communicate clearly and honestly with their staff, and strive to engage them as much as possible in their vision for the future. A management style which enshrines respect and fair treatment, encourages innovation, provides opportunities to use and develop the skills of the workforce, and delegates as much authority as practicable, has consistently been shown to be more effective than one reliant on “cracking the whip”.

A happy, productive workplace is filled with people who want to be there, not with people who feel they simply have no choice.