Analysis/Survey: Employees Are Dissatisfied
10 June 2015
Read by 2912 persons
Low motivation and dissatisfaction with their professional situation, according to a Rekrute.com survey
Salary, bonuses, and profit sharing are not at the top of their motivators.
Listening, dialogue, recognition, and career plans are prioritized.
The results of Rekrute.com's latest survey on work motivation are not very reassuring. The average motivation score given by the 3,371 people surveyed by the recruitment firm is barely 5.47/10. Whether executives, employees, or managers, they are all "moderately motivated." With unenthusiastic teams, it is difficult for companies to achieve their objectives.
For 38% of respondents, motivation remains stable, while for 37%, it is decreasing. Only a quarter say it is increasing. Among seniors (5 to 10 years of experience), half believe it is decreasing.
The survey also looked at the level of satisfaction with their professional situation. Again, 61% are dissatisfied or very dissatisfied, especially among middle managers and employees.
Why such negativity? Lingering effects of the crisis, salary freezes, job insecurity, poor management...?
The survey did not investigate the causes of this general lack of motivation. But it did look at the ingredients of employee motivation. And surprisingly, monetary factors are not what drives them, but rather "individual motivation." The quality of relationships with management is ranked first among the 22 motivational factors defined by Rekrute.com. Employees place great importance on listening and dialogue with their superiors. They then mention recognition of their work, career development opportunities, social benefits (retirement, health insurance, etc.), and long-term job security. Fixed remuneration only comes in 9th position, after the degree of autonomy in performing duties, work-life balance, and relationships with colleagues. Variable pay, bonuses, and profit sharing are ranked 11th, just after training opportunities. At the bottom of the ranking is social dialogue. Only 31% of respondents consider it important or very important. This confirms the low interest of Moroccan workers in union activity (only 3% are union members or members of a professional organization, according to the HCP). Geographic location of work and consideration of personal situations are 20th and 21st respectively, showing that employees are willing to make sacrifices if other motivational elements are guaranteed.
Among job seekers, individual motivational factors also prevail. Variable pay, bonuses, and profit sharing are only ranked 8th in terms of the importance of the criteria selected. Fixed salary is ranked 10th, after relationships with colleagues. On the other hand, job seekers are very focused on social benefits, which they place first. Moreover, the lack of social protection is one of the reasons why young people prefer the public sector.
As with current employees, the relationship with management is very important to them. It is ranked second, followed by job security, the existence of career plans, recognition of efforts made, and training opportunities. Job seekers also show little interest in social dialogue, ranked last, after the geographical location of the job and fringe benefits.
Motivating employees is therefore not a matter of money. Through simple and inexpensive measures, companies can ensure the enthusiasm and commitment of their human resources to their projects. However, it is necessary to develop a well-defined HR policy, which is lacking in most SMEs...
Survey Profile
The 3,371 respondents to the Rekrute.com survey are mostly young people. 52% are aged 25-34, and 25% are under 25. They are also largely men (67%), single (61%), employed (61%), working in a large company (52%, compared to 34% in SMEs and 12% in very small enterprises), and still junior (54% have between 1 and 5 years of experience). 40% are middle managers, 35% are employees, and 21% are managers.
Ahlam Nazih.
Leconomiste.com
Posted online on June 10, 2015.
Salary, bonuses, and profit sharing are not at the top of their motivators.
Listening, dialogue, recognition, and career plans are prioritized.
The results of Rekrute.com's latest survey on work motivation are not very reassuring. The average motivation score given by the 3,371 people surveyed by the recruitment firm is barely 5.47/10. Whether executives, employees, or managers, they are all "moderately motivated." With unenthusiastic teams, it is difficult for companies to achieve their objectives.
For 38% of respondents, motivation remains stable, while for 37%, it is decreasing. Only a quarter say it is increasing. Among seniors (5 to 10 years of experience), half believe it is decreasing.
The survey also looked at the level of satisfaction with their professional situation. Again, 61% are dissatisfied or very dissatisfied, especially among middle managers and employees.
Why such negativity? Lingering effects of the crisis, salary freezes, job insecurity, poor management...?
The survey did not investigate the causes of this general lack of motivation. But it did look at the ingredients of employee motivation. And surprisingly, monetary factors are not what drives them, but rather "individual motivation." The quality of relationships with management is ranked first among the 22 motivational factors defined by Rekrute.com. Employees place great importance on listening and dialogue with their superiors. They then mention recognition of their work, career development opportunities, social benefits (retirement, health insurance, etc.), and long-term job security. Fixed remuneration only comes in 9th position, after the degree of autonomy in performing duties, work-life balance, and relationships with colleagues. Variable pay, bonuses, and profit sharing are ranked 11th, just after training opportunities. At the bottom of the ranking is social dialogue. Only 31% of respondents consider it important or very important. This confirms the low interest of Moroccan workers in union activity (only 3% are union members or members of a professional organization, according to the HCP). Geographic location of work and consideration of personal situations are 20th and 21st respectively, showing that employees are willing to make sacrifices if other motivational elements are guaranteed.
Among job seekers, individual motivational factors also prevail. Variable pay, bonuses, and profit sharing are only ranked 8th in terms of the importance of the criteria selected. Fixed salary is ranked 10th, after relationships with colleagues. On the other hand, job seekers are very focused on social benefits, which they place first. Moreover, the lack of social protection is one of the reasons why young people prefer the public sector.
As with current employees, the relationship with management is very important to them. It is ranked second, followed by job security, the existence of career plans, recognition of efforts made, and training opportunities. Job seekers also show little interest in social dialogue, ranked last, after the geographical location of the job and fringe benefits.
Motivating employees is therefore not a matter of money. Through simple and inexpensive measures, companies can ensure the enthusiasm and commitment of their human resources to their projects. However, it is necessary to develop a well-defined HR policy, which is lacking in most SMEs...
Survey Profile
The 3,371 respondents to the Rekrute.com survey are mostly young people. 52% are aged 25-34, and 25% are under 25. They are also largely men (67%), single (61%), employed (61%), working in a large company (52%, compared to 34% in SMEs and 12% in very small enterprises), and still junior (54% have between 1 and 5 years of experience). 40% are middle managers, 35% are employees, and 21% are managers.
Ahlam Nazih.
Leconomiste.com
Posted online on June 10, 2015.
