We all want to go to work, have a fulfilling job and a great working atmosphere. Some time ago, an Austrian study found that money alone does not make employees happy.
HR consultant Geraldine Hofstetter surveyed 500 applicants. It became apparent that an unfavorable working atmosphere and bullying 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 HR specialist, knows both sides of the job and applicant search from many years of experience.
Applicants from all age groups, management levels and sectors took part. In over 30 questions about the working environment, further training, reasons for leaving, salary, motivation and working conditions, the participants revealed what is important to them when looking for a job and in their day-to-day work.
Clearly in first place is a fulfilling area of responsibility. 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 human boss
It is also interesting that the desire 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 percent of respondents want a competent boss, while loyalty to employees is an important criterion for 58.6 percent. For 57.5 percent of the applicants surveyed, there is no question that a boss must be human. However, a great job offer is not a reason for respondents to change jobs.
So what are the reasons why people look for a new job?
Hofstetter also asked this question and received the following answers: a poor working atmosphere would be the number one reason for 90 percent of respondents to leave. For 66 percent, bullying is reason enough to look for a new job. If the relationship with the line manager is difficult, 64.5 percent would consider changing jobs. When applicants are asked about the specific reason for their current career change, 44.6 percent cite a poor working atmosphere as the reason.
How can good framework conditions be created in the working environment?
"In bad economic times, the elbow 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 bullying 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 bullying.
Three pillars of bullying prevention
For Kolodej, it is clear that bullying is a management issue. "In Austria, there are clear legal standards regarding bullying. Managers have a duty of care and are therefore obliged to effectively prevent any harassment that occurs."
The following steps are important from Kolodej's point of view:
"The first step is for the manager to take a clear stance against all assaults on colleagues. Then 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 moderated discussion is held between the parties involved or external consultants are called in."
In the second step conflicts should be resolved constructively. The employer must also create the right framework conditions for this. A sensible conflict management system should therefore be established within the company. This includes a culture of meetings and communication as well as a constructive feedback culture.
And the third step: Management and executives must send a clear signal. Bullying must not be tolerated under any circumstances. If employees cannot resolve their conflicts themselves, the manager must intervene. Kolodej is convinced that mediation is not possible without the boss.
"The idea that a mediation process is initiated and started in which the manager is not involved does not make sense in my view with regard to bullying. They are responsible on site, during and after the process. In addition, depending on the severity, they have a wide range of legal sanctions at their disposal, ranging from a simple admonition or warning to a transfer, dismissal or resignation."
Source: Geraldine Hofstetter, JOB bowl, karriere.at 23.09.14
