The Causes of Employee Negativity

The Causes of Employee Negativity
This week’s Friday resource comes from The Balance and identifies the leading causes of employee negativity.

Negativity is one of the leading causes of stress in the workplace. It decreases employee morale, productivity, job satisfaction, and work quality, which results in big costs to organizations.

While negativity can stem from many various sources, research has identified five primary causes. Identifying the source of negativity can help employers both prevent negativity and address existing negativity in a constructive way through understanding, empathy, and action.

Per Susan M. Heathfield, The Balance, here are some interesting insights into the causes of employee negativity:

“A recent study answers the question about what causes employee negativity. The study, conducted by Towers Perrin and researchers Gang & Gang, surveyed a randomly selected group of 1,100 employees and 300 senior Human Resources executives working for mid-sized and large-sized companies in the United States and Canada. Participants were asked to describe their feelings about their current work experience, they were also invited to describe an ‘ideal’ work experience.

According to Employee Benefit News, the study ‘used a unique emotion-based research technique called Resonance, which captured participants' spontaneous emotional responses to the total work experience.’

The study determined that the reasons for most of the employee negativity included these that I call the big five:
• An excessive workload
• Concerns about management’s ability to lead the company forward successfully
• Anxiety about the future, particular longer-term job, income and retirement security
• Lack of challenge in their work, with boredom intensifying existing frustration about workload
• Insufficient recognition for the level of contribution and effort provided, and concerns that pay isn't commensurate with performance.”

Read tips on how to address these causes and the full article here.

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