‘...many years after academics and gurus started talking about the need for engagement, evidence suggests that a lot of organisations are no nearer to creating any of the stuff, no matter how much they may go on about it nor how energetically they “communicate” with their staff’ So observed Stefan Stern the Economist’s management writer. Challenging stuff, but just how prevalent is it? In this article, Oliver looks further at the research that shows 70% of employees only give back 50% effort for what they are being paid.

A recent Rotman School of Management journal highlights studies indicating that, on average, 70% of employees only give back 50% effort for what they are being paid. This lack of productivity is the direct result of disengagement at work - of employees being disenfranchised. 

Two reasons are suggested for this. The first is emotional and centres on feeling pride in one’s work and a sense of belonging. The second reason is rational and has to do with knowing where the organisation is headed and what the individual employee can personally do to help achieve that goal. These two aspects, the emotional and the rational, are like two wings of an aeroplane – neither one is more important than the other.
I know of a senior manager who meets emotional needs – her own and no one else’s. On hearing she was going on holiday, this managers’ key people just about threw a party! Engagement is something she seems to appreciate in theory, but has no way of ensuring. Instead, she dishes out workplace incivility in spades.
What constitutes uncivil behaviour?

Professors Christine Pearson and Christine Porath know a thing or two about this. In their research into the consequence of incivility in the workplace they cite these common examples:

• Taking credit for other people’s work
• Passing blame
• Checking emails during meetings
• Talking down to people
• Not listening to others
• Making derogatory remarks
• Avoiding people

After a single incident of incivility, the study found that among those at the receiving end:

• 48% decrease their effort at work
• 38% intentionally decrease the quality of their work
• 80% waste time worrying about the incident
• 66% said their performance declined
• 78% said their commitment to the firm had declined
• 12% said they had left a company because of uncivil treatment

The message is clear - incivility comes with a price. And along with the tangible impact on performance and productivity, the effect can also be felt through absenteeism, theft, and even company sabotage.

So, what is a leader to do?

Consider some of these steps towards keeping workplace incivility in check:

• Tune in to workplace relationships ‘Read between the lines’ and seek regular feedback from a number of sources.
• Value civility - Set firm expectations that are incorporated into the company’s value state-ments.
• Reflected behaviour - Does the organisation’s leadership stand up to civility scrutiny? Be clear about acceptable behaviour by effective modelling.
• Robust performance management - Develop mediation strategies and build conflict resolution into workplace development targets.
• Recruit for civility - Consider using conflict scenarios during interviews to weed out potential incivility.

A tough economy can bring out unwelcome shades of personality. If left to fester, your organisation could be counting a rather unexpected cost.

© Caret, 2009. All Rights Reserved

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