This month’s edition of the Chartered Management Institute’s publication, Professional Manager includes an article on boredom in the workplace (http://www.managers.org.uk/client_files/PM%20July%2009%20boredom.pdf).
In the article, Dr Sandi Mann discusses how changes in the world of work, such as the introduction of new working practices like call centres have increased employee boredom – citing that repetition, restricted autonomy & a lack of job control due to “robotisation” and scripting are major factors in the high levels of staff turnover in the industry.
Mann notes the irony that as companies strive more and more to control staff output in order to drive down costs, in spite of the fact that this can severely damage the organisation financially and reputationally because it causes poor work performance, absenteeism, stress-related health problems and job dissatisfaction.
The article goes on to suggest various solutions, including empowerment of staff and elimination of standardisation in the work, arguing sensibly that the cost savings to be made could balance any training needs.
However, this blogger thinks the solution needs to go much deeper, to really get to the heart of the purpose of management.
The current operating model in most organisations (and that which is so prevalent in the dreaded call centre!) is that managers exist to police the work that staff do – ensuring they achieve their set (numerical) targets and conform to procedures & scripts…
Yet what managers really need to do is to optimise their team’s efforts to achieve business aims whilst recognising and understanding individual differences, strengths and interests & the benefits of co-operation and losses of competition.
Instead of encouraging a culture of blame, where everyone conforms, managers need to create trust and an environment in which freedom & innovation flourish.
Then and only then can organisations become truly successful (and have staff that are empowered, with high job control, and doing an effective job)!!
