Business Daily from THE HINDU group of publications
Monday, May 12, 2008
ePaper | Mobile/PDA Version | Audio
Business Daily from THE HINDU group of publications Monday, May 12, 2008 ePaper | Mobile/PDA Version | Audio |
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Mentor
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Management Columns - The Fourth Quadrant Pre-disposition at work 
R. Shekar
Continuing with his observations on people philosophies, Bill questioned the senior management on what it is that they intended to do about a recent report in the industry stating that less that 20 per cent of the workforce is actively engaged at work; in fact over 50 per cent could be actively disengaged! Just as the senior management had some perceptions about the level of risk or opportunity associated with a decision and the forum and treatment appropriate to them, the workforce also carried some prejudices and predispositions about the meaning of work and its impact on the organisation. Their predispositions could be cast along the coordinates of internal congruence (X-axis) and external relevance (Y axis). Peak performers felt connected fully with the meaning and value that was implicit in their work and saw them as impacting the recipients of their services very favourably. These were the craftsmen who perceived their work to be an extension of their own personality and experienced their true self, reflected in the outcome generated by their efforts! Disengaged apprentices were the ones who neither enjoyed nor were accorded the legitimacy in their roles to perceive themselves as a key influencer of outcomes that their sub-optimal engagement and lackadaisical application at work was self-evident. Eager novices harbour an exaggerated appreciation for their own abilities and assume that their enthusiasm can make up for their lack of expertise. Oblivious to their disconnected disposition towards the demands for learning and studious application, they tend to oversimplify the reality to a point that their efforts fall consistently short of the levels of expectation they generate in others. Struggler describes the type who are neither able to identify themselves with the role and meaning of work assigned to them nor see their self-importance conveyed through the services rendered by them to their customers and peers. Perpetually in doubt about their own self-worth, they cling to the vestiges of privileges that are conferred upon them, resisting the slightest of demands for change from the status quo they are afraid to let go of. Does the HR philosophy recognize the need for reinforcement of self-esteem at daily work? Does the senior management take pains to help the average worker comprehend the meaning of what they do to themselves and the others? Is there a targeted percentage of employees rated as ‘peak performing ‘ as a goal for senior management to shoot for collectively? More Stories on : Management | The Fourth Quadrant
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