Guessing is not a strategy: How to build decision velocity with AI and real-time data
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In my last post, the problem of having workers who have too little to do was described as a worse problem than those who feel they are overworked. How can that be, adding the fact that there are fewer bored workers than overworked workers? In the Sirota study, workers who felt they were overworked were indeed frustrated, but they felt about the same at workers who have “about the right amount of work” when it came to
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Job Satisfaction
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Finding the job challenging
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Employing good use of their skills and abilities
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Having pride in their employers
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Feeling of personal accomplishment
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Being encouraged to be innovative
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Feeling important to the company
These are all important factors to getting employees in performing at the top of their game. That’s what you want! It’s the bored workers who report low agreement on these factors. The bored workers, then, cannot attain that top commitment and performance. They might not even work hard to solve their problems.
I hear you thinking, “So my whining overworked project workforce is not that big a deal!” Well, I wouldn’t go that far. You need to deal with that problem. What we learn from the study is that you should identify and resolve the issues with the underworked (bored) workers first.
Posted on: February 24, 2008 09:36 AM |
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