We all want to work, have a fulfilling job and a great working atmosphere. An Austrian study found out some time ago that money alone does not make employees happy.
Geraldine Hofstetter, a human resources consultant, interviewed 500 job applicants. It became apparent that an unfavourable working atmosphere and mobbing lead people to look for another job. We would like to present this study to you.
The expert Hofstetter evaluated over 500 relevant questionnaires as part of this study. "I was interested in what binds employees to an employer and how companies can retain employees," explains Hofstetter, who as a personnel consultant and recruiter knows both sides of the job and applicant search from long experience.
Applicants from all age groups, management levels and sectors took part. In more than 30 questions about the working environment, further training, reasons for quitting, salary, motivation and working conditions, the participants revealed what is important to them in their job search and everyday working life.
Clearly in first place is a fulfilling field of activity. This is immediately followed by a good working atmosphere. Surprisingly, the desire for a high salary is only in third place.
"What employees value is absolutely not associated with high costs," Hofstetter sums it up. Flexible working hours and appreciative superiors are important to employees.
Strong desire for a competent, loyal and humane boss
It is also interesting that the wish for a "great boss" is in fifth place on the list. The study also asked what employees expect from their boss - here are the top three wishes: 61.2 per cent of those surveyed want a competent superior, loyalty towards employees is an important criterion for 58.6 per cent. The fact that a boss has to be human is out of the question for 57.5 percent of the applicants surveyed. However, a great job offer is not yet a reason for the respondents to change jobs.
What then are the reasons why people look for a new job?
Hofstetter also asked this question and got the following answers: A bad working atmosphere would be reason number one for 90 percent of the respondents to leave. For 66 per cent, bullying is reason enough to change company. If the relationship with the superior is difficult, 64.5 percent would consider changing jobs. If the applicants are asked about the specific reason for their current job change, 44.6 per cent cite a bad working atmosphere as the reason.
How can good framework conditions be created in the working environment?
"In bad economic times, the elbowing technique may be used more quickly and more readily," Hofstetter suspects. The psychologist and sociologist Christa Kolodej, who has been working on the topic of mobbing for more than two decades, has made the very interesting experience that there is a clear connection between economic crisis situations and the occurrence of mobbing.
Three pillars of bullying prevention
For Kolodej it is clear that bullying is a leadership issue. "In Austria there are clear legal norms regarding bullying. The manager has a duty of care and is thus obliged to effectively stop all harassment that occurs."
The following steps are important from Kolodej's point of view:
„In the first step is for the manager to take a clear stand against all assaults on colleagues. Afterwards, all those involved are called in for individual discussions to clarify the situation. Based on the outcome of these discussions, the manager decides how to proceed. Either a moderating discussion is held between the parties involved or external advisors are called in."
In the second step it should be possible to resolve conflicts constructively. The employer must also create the appropriate framework conditions for this. A reasonable conflict management system should therefore be established in the company. This includes a meeting and communication culture as well as a constructive feedback culture.
And the third step: Management and leaders must send a clear signal. Under no circumstances should bullying be tolerated. If employees cannot solve their conflicts themselves, the manager must intervene. Mediation is not possible without the boss, Kolodej is convinced.
"The idea that a mediative process is initiated and started in which the manager is not involved does not make sense in my view in relation to bullying. She has the responsibility on the spot, during and after the process. Furthermore, depending on the severity, she has a wide range of legal sanction options, ranging from mere admonishment or warning to transfer, termination and dismissal."
Source: Geraldine Hofstetter, JOB bowl, karriere.at 23.09.14
