What Causes Employees' Dissatisfaction?

< p > you certainly can't do everything to satisfy every employee, so is it necessary for the enterprise to do such an attempt? Our recent research shows that the answer is yes.

Or, our evidence shows that managers have abandoned their dissatisfied subordinates too early, resulting in their productivity below the level possible, and in the process, exposing companies to unnecessary risks of theft and leakage of secrets and improving the cost of personnel turnover.

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< p > what causes employees' dissatisfaction and what you can do to avoid this happening. In order to find the answer, we aim at the most unhappy employees in the data.

Our database has 160576 employees, 6% of whom have the lowest job satisfaction, and their 360 degree evaluation of supervisors also shows the lowest level of input.

In addition to these people, we also include subordinates who are highly satisfied with managers.

So we found a group of leaders who also manage very unhappy and very happy subordinates.

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< p > the result of the data is quite clear: in this world there is absolutely such a "competent love" person.

Moreover, although some people disagree with employees who are dissatisfied with their minds, part of their unhappiness is caused by themselves. But we find in the analysis that their complaints are not unreasonable.

Subordinates who are dissatisfied with their hearts are indeed different from their subordinates who are very satisfied with them.

Moreover, when managers begin to treat their dissatisfied subordinates and everyone else with the same attitude, subordinates' behavior will soon improve.

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< p > our findings point to a clear way to bring back employees with dissatisfied hearts.

In particular, the unpleasant group in our survey, they strongly agree (we also agree) < a href= "//www.sjfzxm.com/news/index_z.asp" > Leadership < /a > people should be improved in the following six areas: < /p >

< p > < strong > encourage me.

< /strong > when we asked the 6% unhappy employees to point out the most important skills they felt they needed to show, the first response was "encouraging and inspiring others".

Managers often speak in negative tone and dissatisfied subordinates.

They think that how to inspire these people is to get out of their ears and say nothing.

But our data show that managers should take the opposite view: try harder to encourage these people; maintain positive conversation; expect those subordinates to perform best, not worst ones.

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< p > < strong > trust me more.

< /strong > unhappy subordinates and supervisors are not less than a href= "//www.sjfzxm.com/news/index_h.asp" > trust < /a >.

The key to restoring trust is to believe that the other person can change when facing each other.

We suggest managers to act first and try to understand subordinates' problems.

Then, while the two sides are committed to improving relations, they must strive to maintain consistency.

That is to say, managers must try to treat all subordinates fairly, and both sides must try their best to do what they say they will do.

As time goes on, the sense of trust grows naturally.

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< p > < strong > is interested in my career development.

< /strong > a person who works hard and gets paid can only have a job.

But if this person works hard, besides earning salaries and learning new skills, he will have a a href= "//www.sjfzxm.com/news/index_cj.asp" career career /a.

Career development should not be confined to highly potential subordinates.

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< p > < strong > when I am my own.

< /strong > communication is a very basic management function, so the responsibility must be completely implemented by the manager.

Good communicators can do three things well.

First, they share information and give everyone enough information.

Second, they will ask good questions and ask others' opinions and opinions.

Third, they listen and listen to people they like.

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< p > < strong > is more honest to me.

< /strong > people want to know whether their real work performance is good or bad.

Those who are dissatisfied may be more likely to be loved by the supervisor.

They want to know why they are not performing well and hope for opportunities for improvement.

But the bottom 6% of the subordinates often feel that their supervisors are not honest enough to give them feedback, and that they say "your performance is not bad."

In addition, many people say that executives have not fulfilled their commitments ("if you finish the project on time, then...")

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Being honest is the foundation for building a good relationship.

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< p > < strong > let me have a chat.

< /strong > in order to improve relationships with dissatisfied employees, everything that managers can do has a significant positive impact.

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When leaders talk about subordinates who do not like (or dissatisfied with) their minds, they often blurt out the reaction: "that is their own fault!" our research indicates that this is not always the case (and often not all).

Before you start organizing your unsatisfied subordinates to walk and make the organization accept thousands of dollars in personnel flow costs, think about how you can treat these people.

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< p > if not for them, please think about everyone else.

University of British Columbia's recent research in Journal of Human Resources shows that people who see workplace bullying are equally dissatisfied with their victims, and are unlikely to quit.

All subordinates want leaders to know how to inspire and inspire them, to give them opportunities for development, and to treat them with the respect and dignity that everyone deserves.

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< p > there are 1/3 (sometimes more) people in the workplace.

When a good leader who cares about the development opportunities of every subordinate creates a good working environment, his subordinates have no room for complaint.

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