Thank you to everyone who participated in our on-line 'discussion' around what replaces money as a motivator and inducer of loyalty in the workplace when times are tough.
Employees' feelings of loyalty to the organisation they work for is principally based on fulfilling security needs. We set out to identify what happens to the sense of loyalty when job security is uncertain.
In summary:
59% of respondents consider that loyalty will be perceived differently by both employers and employees in the aftermath of the financial crisis. This will be as a result of people either experiencing, or being aware of, longstanding employees being retrenched by companies over the last year to ensure the survival of the businesses.
There are a few tough nuts out there (5%) who feel that there is no need to motivate people during a recession as they are lucky to have a job and there are not many opportunities for them to move. The remaining 95% of respondents do not fall into the Ancient Egyptian school of management and consider that praise is really important to reassure and keep everyone motivated when times are tough.
The majority of respondents were older than 46 years of age. It could be that the people on Woodburn Mann's e-mailing list are predominantly in that age group, or that people in that age group are more likely to participate in a survey than those of 45 years of age and younger.
The majority of respondents are motivated by work that defines them and makes them feel good about themselves. Having responsibility and being allowed to get on with the job without someone breathing down their necks was the second most popular choice followed by receiving a financial reward which balanced with the amount of work put in.
Regular re-alignment or diversification of responsibilities was considered a good work-place practice to keep people interested during tough times.
There was a close split between people re-aligning their feelings of loyalty to other aspects of work, such as colleagues or projects (48%), or remaining loyal to their organisations in spite of job insecurity (52%) during the economic downturn.
95% of respondents are clear on where their company is going and what they need to do to help it achieve its objectives
In the majority of organisations there has been neither hiring or firing of people during the economic downturn
And lastly, just for fun, the majority of people would attend only 50% of the meetings in their diaries if they had the choice
The full version of the results
The overwhelming majority of participants (69%) were older than 46 years of age. Only 3% fell into the below 30 years old group.
The most motivating job factors chosen by the respondents were:
Feeling that I belong, am significant and part of something worthwhile (36%)
Autonomy and control to work without interference (23%)
A balance between how much effort goes in and the financial rewards received, not the pat on the back (15%)
Variety within the job function (8%)
Clear career advancement opportunities with increasing responsibilities (8%)
A balance between how much effort goes in and how much recognition is received from the leadership, not the financial reward (7%)
Interaction with people in the workplace (3%)
Based on these results it is clear that, provided the basic remuneration is satisfactory, the majority of respondents view work as a place that defines them and makes them feel good about themselves. The second most popular choice was having responsibility and being allowed to get on with the job without being micro-managed.
These results make sense, given that the age of the majority of respondents fall into the baby boomer generation who had the Protestant Work Ethic evident as an example during their childhood and early careers.
The next most popular choice was based on financial reward. 15% of respondents want the balance to be right between the amount of effort they put in and how much reward they receive.
Variety garnered the interest of 8% of participants as a motivator as did having a clear and progressive career path.
Recognition (that is the pat on the back kind) for a job well done was the primary motivator for only 7% of respondents.
The least motivating factor was the social aspect of being around others in the work place which only 3% of people chose.
It has been tough economically for a while now but the other factors that have made people feel more positive about their work environment during the downturn include:
Regular re-alignment or diversification of responsibilities (51%)
Flexibility and increased time off for studies, personal time (shopping and the hairdresser), birthday off or just plain duvet days when you feel in need of some downtime (23%)
More opportunities for workplace bonding, team building activities (13%)
Company sponsored training and up-skilling opportunities (8%)
Philanthropy came in stone last with only 5% feeling happier at work as a result of having the opportunity to be more involved in the company's Corporate Social Investment activities.
There was a close split between people re-aligning their feelings of loyalty to other aspects of work, such as colleagues or projects (48%), or remaining loyal to their organisations in spite of job insecurity (52%).
Have people's perceptions altered?
59% of respondents believe that loyalty will be perceived differently by both employers and employees in the aftermath of the financial crisis. This will be as a result of people either experiencing, or being aware of, longstanding employees being retrenched by companies over the last year to ensure the survival of the businesses. The remainder felt that the situation was temporary and will not have a long term impact on people's perceptions of their relationships with their employers.
So here we are, not quite out of the woods yet. People need their jobs so, as a Manager / Employer, do you need to spend time being nice to the people you pay?
Well there are a few tough nuts out there (5%) who feel that there is no need to motivate people during a recession as they are lucky to have a job and there are not many opportunities for them to move. The remaining 95% of respondents do not fall into the Ancient Egyptian school of management and consider that praise is really important to reassure and keep everyone motivated when times are tough.
A focused group of people
95% of the respondents are clear on where their company is going and what they need to do to help it achieve its objectives. 97% are prepared to work hard to achieve the goals (although 2% of those are clearly going to need some direction).
The general query about whether the respondent's businesses are hiring, firing or maintaining the status quo elicited the following information.
And lastly, just for fun, if meetings were optional?
Our participants were asked: If meetings were optional, what percentage of the regular meetings that you currently attend would you still attend without exception?
Only 15% of people would attend all of the meetings in their diary; 28% would attend 75%; most (44%) would attend half the meetings; and 13% would attend less than a quarter.
The respondents are a responsible and well disciplined bunch as no one went completely anti-establishment and selected attending none of their scheduled meetings.