Photo credit: www.higheredjobs.com
Are employers obligated to ensure the happiness of their employees? This question holds significant relevance in the realm of higher education.
Gallup is set to publish Blind Spot: The Global Rise of Unhappiness and How Leaders Missed It, which points out that levels of unhappiness—characterized by feelings of “anger, stress, sadness, physical pain, and worry”—have increased worldwide over the last decade, a trend not solely attributable to the COVID-19 pandemic. While the recent CUPA-HR 2022 Higher Education Employee Retention Survey does not specifically assess unhappiness, it suggests that varying degrees of displeasure may influence employees’ decisions to seek new positions. Alarmingly, over half of surveyed employees indicate they plan to pursue fresh job opportunities within the year. Among these, 76% cite better pay as their primary motivator, followed closely by a preference for remote work, flexible hours, and prospects for advancement. Despite this, 71% of employees express confidence that their roles could be performed remotely, while 63% still find themselves obliged to work mostly or entirely on-site. Furthermore, 63% report an increased workload following the departure of colleagues, with 73% highlighting similar pressures resulting from the pandemic.
While employers can analyze feedback and implement measures to enhance employee satisfaction, they are not required to. The emerging trend in modern workplaces, where organizations strive to prioritize employee well-being, mental health, and overall job satisfaction, has led to the erroneous belief that companies bear the responsibility of ensuring their employees are content while working. It is essential to disentangle these misconceptions about fostering a positive work environment from reality. Here are some key misunderstandings that should be addressed:
Misconception 1: Employees must be passionate about their jobs. The adage, “do what you love, and the money will follow,” can often be a form of exploitation. Sarah Jaffe, the author of Work Won’t Love You Back: How Devotion to Our Jobs Keeps Us Exploited, Exhausted, and Alone, suggests that this narrative has been perpetuated by large corporations since the 1970s to justify lower wages and reduced benefits. Erin Cech, who wrote The Trouble with Passion: How Searching for Fulfillment at Work Fosters Inequality, criticizes the expectation that individuals identify and pursue their passion, arguing that it ignores the systemic barriers many face and unjustly blames those who struggle to achieve this ideal. Such expectations can lead employers to hire workers eager for meaningful experiences, inadvertently encouraging additional unequipped labor.
In the context of higher education, organizations may tout mission-based work, suggesting that “the reward is in serving students,” while failing to address essential issues related to compensation and working conditions adequately. Leaders can advocate for necessary changes at a broader level, while at the individual level, hiring managers should refrain from imposing “passion” as a definitive requirement, adjusting their focus instead on employees’ skills and abilities.
Misconception 2: Employees should bring their whole selves to work. Authenticity and openness in the workplace are crucial, especially when confronting complex subjects like equity, harassment, and discrimination. However, this openness can only exist in an environment marked by trust and psychological safety. Without such conditions, expecting individuals to reveal intimate details about their lives and beliefs is impractical. Encouraging employees to be transparent when they feel insecure or threatened can inadvertently breach policies designed to protect their rights and lead to unfavorable outcomes, such as oversharing personal information that may not be appropriate for the workplace. This notion tends to favor extroverted individuals and may alienate introverts or those who view their job as merely a means of sustenance.
Misconception 3: We need frequent social gatherings. Fun and camaraderie should not be mandated in the workplace. Employees increasingly resist organized social events, which may suggest a need to participate in order to be viewed as team players. Following the pandemic, many are reluctant to return to physical spaces, and attempts to celebrate this can feel unwelcome or forced. Social events that fail to take employee preferences into account may foster resentment, particularly when they occur during challenging personal circumstances.
Misconception 4: Organizations must project an image of happiness. Employers need to market themselves to potential hires based on tangible career prospects and opportunities rather than superficial joys. Claims that an organization is “fast-paced,” “dynamic,” or “fun” often fail to convey meaningful insights about workplace culture. Such descriptions can mislead candidates regarding the desired traits and work styles of employees, often favoring extroverted personalities while alienating introverts and marginalized groups.
Employers genuinely concerned about employee retention desire a workforce that feels content and fulfilled. However, it is crucial to recognize that while organizational policies may create a foundation for a positive work experience, ultimately, happiness cannot be guaranteed.
Source
www.higheredjobs.com