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Problems at the Top: Apathy, Contempt for Managers"
NEW YORK -- More than half of American workers question the basic morality of their organizations' top leaders and say that their managers do not treat them fairly, according to results of a recent nationwide survey conducted by Harris Interactive Inc. for Age Wave.Reacting to ongoing corporate scandals, accelerating outsourcing and continued downsizing, only 36% of workers said they believed top managers acted with honesty and integrity. Even fewer (29%) believe management cares about advancing employee skills, while one-third of all workers feel they have reached a dead end at their jobs."This survey, an unusually broad-based look at today's work force, indicates a dramatic shift in traditional workplace attitudes, preferences, needs, and aspirations," says Ken Dychtwald, Ph.D., of Age Wave.Facing a growing shortage of qualified workers and an aging work force, employers must move rapidly to develop strategies for dealing with these emerging multi-generational workforce issues, the researchers found.Other key survey findings include:Small firm employees feel far more engaged in their work than their corporate counterparts.Older workers are the most satisfied, the most engaged in their work, and the least likely to feel burned out.Younger workers are the most distressed and restless, and they feel the least amount of loyalty to their employers.Substantial numbers of employees feel dead-ended and are seeking changes at work or new jobs altogether.Job security, health care coverage and professional development are valued above additional compensation.Age Wave and Concours are currently constructing a model of the new segments of the American work force based on the survey and aimed at helping employers understand and engage all of their different types of workers more effectively. The authors believe that in the 21st century workplace, the ability to manage "diversity" of work style, work stage and attitudes toward employment will drive success in recruiting, retaining and motivating the most talented and productive employee base."Management gurus talk about the difference between satisfied customers and delighted customers," says Tamara Erickson, executive vice president of the Concours Group. "Today, one of the most important things employers can do is convert merely satisfied employees into enthusiastic, engaged employees. This survey provides many specific indicators of how to do just that, while also reengaging management on behalf of the company and its work force."Across the American work force, 45% of workers say they are satisfied (33%) or extremely satisfied (12%) with their jobs. At the same time, a much lower number actually feel very "engaged" by their jobs. Only 20% feel very passionate about their jobs; less than 15% agree that they feel strongly energized by their work. Just 31%believe (strongly or moderately) that their employer inspires the best in them.Managers were only slightly more positive about the organizations they are charged with leading than employees as a whole. While 63 % agree that they care about the fate of their organization, more than one-third do not. Slightly more than one-third of managers surveyed feel that their organizations inspire the best in them or are willing to promote their organization as being a great place to work.Given the rising costs of coverage, it's no surprise that one of the major issues facing corporate America is providing health coverage to employees. The data suggest these pressures are compounded by the fact that overall health care coverage is the No. 1 employee priority -- more important than future retirement coverage, prescription drug or other benefits. Beyond traditional benefits, workers are increasingly seeking jobs that provide them with opportunities to learn and to grow.Increasing numbers of employees are coping with burnout (42%), while 33% believe they have reached a dead end in their jobs and 21% are eager to change their jobs. Burnout will be an especially critical concern for American companies as demographers predict that retiring baby boomers will create a shortfall in professional and skilled workers over the next five years, researchers say.Employees at small firms (49 employees or less) report far greater job satisfaction than do employees at large firms. They are more likely to feel "energized" by their work (44% vs. 28% at large firms) and "very passionate" about their job (53% vs. 36%).Large firms are much more likely to offer a more robust platter of benefits beyond basic compensation than small companies. These include bonus compensation (44% vs. 24%); stock options or grants (50% vs. 7%); retirement savings plan (83% vs. 29%), annual pay raises (74% vs. 34%), and life insurance (80% vs. 31%).Despite the more generous benefits provided by large firms, employees of smaller companies are much more engaged and are more likely to "really care about the fate of this organization" (64% of small companies vs. 47% of large firms). They are also more willing to put forth extra effort to help the organization succeed (61% vs. 43%), to agree that the organization inspires the best in them (44% vs. 24%), and to say that they would "accept almost any job to keep working here" (29% vs. 16%).While many workers expect to retire at certain ages (25% between ages 61 and 65 and 16% between ages 66 and 75), today a whopping 34% say they never plan to retire.Traditional views of retirement are changing dramatically, with many planning to keep working in some manner after retiring. Of those, 12 % say they plan to work full-time, 39 % part-time, and 49 % to cycle back and forth between working and not working. Older workers will provide companies with a valuable pool from which to address skill and labor shortages. However, organizations will have to rethink how best to attract and accommodate these older workers and their preferred work schedules.Nearly all workers were seeking more time off -- and a better balance between work and leisure. When asked which mattered more -- paid maternity leave, flexible work schedules, or more paid vacation time -- workers overwhelming ranked more paid vacation time as their single biggest desire. This response received more than twice as many votes as both a more flexible work schedule and paid maternity leave. In addition, as the work force ages, employers will likely have to accommodate their employees' need to spend more time with family members, many of whom are older. Twice as many employees surveyed were becoming grandparents than having a new child themselves. While a third of the work force is involved with raising children, 13% find themselves empty nesters adjusting to children leaving home.Visit Age Wave: www.agewave.comVisit Concours Group: www.consoursgroup.comVisitHarris Interactive: www.harrisinteractive.comThis report is new this week in The Business Journal's small business how-to section. To see what else is new, click here or click on the "how-to" tab at the top of The Daily Business Journal Online home page."