The Hindu Business Line : When it's all work and no say

The alienation faced by modern day workers stems from their being denied a chance to express themselves in matters pertaining to their jobs or matters concerned with their welfare.

One Monday morning some months ago , Sundaram, an executive I have known for some years, stopped by my office to say "hello". It made me wonder why he was not at work on the first day of the work-week. My curiosity aroused, I asked if he was still working for the same company and how he felt about his job. After some prodding, Sundaram told me that he was not interested in his work although his colleagues and work conditions were much more congenial than in other similar-sized firms in the industry.

He added that if he could find an excuse, he would avoid going to work. Asked why, he revealed that he felt like a robot at work. Nobody asked for his inputs in improving job performance or employee welfare. The work environment was highly structured and pretty much routine. People were simply passing orders down the line. No questions were asked and no responses ascertained. Some employees used to ask each other, "Are you plugged-in already?"

None of the supervisors or managers showed interest in seeking feedback from subordinates on improving efficiency or even daily routines. Only when the routine was disturbed or things went wrong, did people seem to notice the difference and stop briefly for correction.

Alienation at work is not new; in fact, it dates back to the Industrial Revolution in the 18th century, when the problem was at its worst. A few industrial engineers tried to minimise the routine aspect of jobs, but only to enhance efficiency. For a long time, scholars and researchers looked into factors such as monotony, boredom, fatigue and conditions at work. Changes at the work place were then effected.

Despite the great progress made to eradicate alienation at work, it continues to haunt many organisations. Of course, the alienation faced by modern day workers stems from their being denied a chance to express themselves in matters pertaining to their jobs or matters concerned with their welfare. Managers who make corporate decisions may give the impression that they are know-alls. I wonder how many Chief Executives besides looking at the corporate health in financial terms, really pay attention to the personal health and well-being of their employees.

Some organisations have taken bold measures to minimise such alienation by creating a corporate culture that fosters effective interpersonal relations. Once, a world class organisation asked me whether it was possible to ascertain the feelings of employees on some pertinent issues on a quarterly basis. A climate assessment can reveal such information.

In addition, this can be done by encouraging free exchange of information at all levels; by introducing participative methods through small group activities and involving the groups in decision-making as happens commonly in Japanese companies. When thus involved, employees make significant contributions to job performance and problem solving. Singapore Civil Service is a good example of how such activities can enhance efficiency even in a highly structured work environment.

Today's employee is better educated and well-informed, and has higher expectations. He has his own views of how work can be improved and even how work organisations should be managed.

Leaving out this vital source in decision-making is not enlightened management. When employees are drawn into the corporate culture and made to feel like part of the family, they tend to share their information without any inhibition. Like good citizens, they safeguard the resources of the company and help it to grow.

Instead of alienation, a strong `we' feeling is fostered. This is not just a theory, but has happened in many world-class organisations, be it a business concern or a civil service.

The only way to tap the expertise and secure the efforts of a modern-day employee is to involve him or her in the decision-making process, no matter how basic the level. The organisation has everything to gain and nothing to lose. It is like how small children look forward to going to school, meeting their friends and having a good time while learning their lessons. Of course, the school must provide such an environment.

I could see a good deal of change on Sundaram's face after a short chat. It gave me the impression that he was motivated and would go back to work with the determination that he could offer something to the company. Meanwhile, I promised to meet the Managing Director of the company for an informal chat.

(The writer is a professor of management and international consultant to some global organisations. He has authored a number of books on management.)