Greta Article. I have even sent a copy to my managers from Tech Republic on this subject.
Did not work! But you have hit the nail on the head here. In a couple of places it was a dreadful chore to go to work. The others did much better. Of course it seems that most "call centers" always seem to lack these qualities in the work environment.
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The fundamental action toward reducing employee burnout is for the manager to discover what motivates his/her employees. Without understanding an individuals needs/wants, the manager is shooting in the dark when trying to resolve employee apathy and frustration. Of course, the manager cannot tailor each person's job to his/her needs everytime, but certain things can be avoided. For example, if a person enjoys technical challenges, assigning that person to preparing budgets is probably not a good choice.
I quite agree that many fustrations are born out of being misplaced in a function that is non-motivating. However, I have also seen cases where, due to constant changes in structure and roles, employees become unsure of their function. This leads to fustration, aggression & a defensive approach resulting in team conflicts... & of course ...serious burnout.
As you mention "in this day of outsourcing, competition etc.." you insinuate we should be working smarter not harder (longer). In my experience that isn't always an option. Oh, you can work smarter all right, but the expectation is that you will still work long hours - the ultimate "bad, bad" in most "burn-out" situations I've every seen or had it happen and it is currently happening to me.
This was really useful and current reading, I could totally relate to this, on a personal and organisational level.
Thank You.
Ruby Spalding
Thank You.
Ruby Spalding
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