Who’s To Blame for an Unhappy Career?

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As per a new research by Dr. Nicolas Gillet, who is a professor at the University Francois Rabelais, France, if an individual is unhappy at work, he should blame his boss and the management style of the company. There are managers who are over controlling, who apply threat as an approach to motivate their employees or the organizations may not value the employees’ efforts and contributions. In such case, the employees will get frustrated for their autonomy and other basic needs like relatedness and competence. This will put a negative influence on our well being at work. The research got published in an online Journal of Business and Psychology.

In a prior report of the National Institute for Occupational Safety and Health, it has been said that:

-          40% of workers reported their job was very or extremely stressful;

-          25% view their jobs as the number one stressor in their lives;

-          Three fourths of employees believe that workers have more on-the-job stress than a generation ago;

-          29% of workers felt quite a bit or extremely stressed at work;

-          26 percent of workers said they were “often or very often burned out or stressed by their work”;

-          Job stress is more strongly associated with health complaints than financial or family problems.

The individual’s performance at work is influenced by the way he feels and his well being. Well-being at workplace is now days receiving augmented attention since it has many economic implications for the company if the workers under perform. The researchers observed the impact of perceived company support and the interpersonal style of supervisors on the well being of the workers. They conducted two studies on 468 and 650 workers. These workers belonged to large, medium and small French companies. These participants were asked to fill a questionnaire which questioned them about their perception on:

  1. The management style of their supervisor and
  2. The support system of the organization

Maximum participants thought that their needs for autonomy, relatedness and competence were supported by the supervisor, which made them satisfied and happy at work. The same was with the organization’s support system. Similarly when the supervisors adapted an opposite approach of coercion, pressure, or authoritarian style, they were considered to be unsupportable. The needs and requirements of the workers were thwarted and their well being experienced lower levels. The findings of the study proved that both the managerial as well as organizational factors have an imperative impact on psychological needs for competence, relatedness and autonomy. The impact can be satisfying or frustrating and this plays a significant role in the reduction or improvement of employee’s well being at work. So if the supervisors want their employees to be satisfied, they should provide their employees with options rather than giving threats and deadlines.




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