RessourcesManagement – RessourcesKnowledgeWorker – Etudes_
C’est ce qui ressort d’un ouvrage US intitulé "The enthusiastic employee – How companies profit by giving workers what they want" par Louis A. Mischkind, Michael Irwin Meltzer et David Sirota. Il a été écrit suite à une enquête réalisée par Sirota Consulting sur près de 2,5 millions d’employés de plus de 9000 entreprises depuis 1994. Il s’agit ici de travailleurs de toutes industries et de tous niveaux confondus (pas seulement des "knowledge workers" mais il n’y a aucune raison pour que cela ne s’applique pas à eux).
Voici quelques extraits d’une interview que David Sirota a accordé au site spécialisé sur le KM Knowledge@ Wharton suite à sa parution. Au passage il est toujours amusant de constater qu’une enquête d’une telle ampleur vienne corroborer ce que semble dicter le simple bon sens:
- First, to be treated fairly. We call that equity. Employees want to
know they are getting fair pay, which is normally defined as
competitive pay. They want benefits and job security. Second, employees want a sense of achievement from work. The key element is to be proud of what you do and proud of the organization for which you are doing it. The third element is camaraderie. This is also not mentioned much in our field, but it’s key — not only in the sense of having a friend, but working well together as a team. - We find these three elements are nearly universal. There is all this talk of new generations — for example, that Generation X does not care about job security. We find absolutely no evidence of that.
- All this talk about flattening the organization to eliminate hierarchy is nonsense. There are certain traditional management principles that are important and valid.
- As a general proposition it is hard to be enthusiastic about an organization that is not enthusiastic about you. Let’s look at a few specific things. One is job security. We expect employees to be enthusiastic, loyal and engaged in an organization, but with the slightest downturn or prospective downturn we get rid of them. They are expendable. They are treated like paperclips. How can you be loyal and committed to an organization that seems to have absolutely no concern about your job?
- Conflicts across the organization are another obstacle. Some of the most negative findings were between IT and their internal customers, the employees. [The two sides] often find themselves in a battle. Conflict between functions is debilitating. People don’t come to work to fight.
- Recognition is also important. Employees do not have to be told that you love them, but you want to be appreciative of good work.