Science For Work summarizes research-based evidence that can guide business management decisions, with emphasis on industrial and organizational psychology. Their recent post, Why You Should Consider Fairness When Designing Your Change Management Process, exemplifies the well-researched, practical, and engaging content this non-profit organization provides. The topic, organizational justice, can be difficult to comprehend by well-being professionals for whom organizational behavior is uncharted territory. But Science for Work does a fine job breaking it down. See their infographic (below) followed by my two cents, then head on over to ScienceForWork.com to learn more. Continue reading »
Find Out Your Job’s Motivating Potential (and learn about job design and well-being)in job design, industrial organizational psychology, job crafting
I’ve adapted, below, a segment of the Job Diagnostics Survey (learn more about the Job Characteristics Model, Job Diagnostics Survey, and Job Motivating Potential in my previous post) to give you an example of its content. These 15 questions generate a “Motivating Potential” score — High Motivating, Moderately Motivating, or Low Motivating — for your job. You’ll get the results instantly, along with brief insights into the components of the score and how to design jobs that are motivating and supportive of employee well-being.
Note: This survey is still in development and is available for demo purposes only. Algorithms are still being fine-tuned. Also, the original Job Diagnostics Survey was designed to produce relevant aggregate data when completed by multiple employees. Hackman and Oldham, developers of the original instrument, cautioned against having just just one individual complete it to assess a job.
Job Motivating Potential
All 15 questions must be answered. Please be as objective as you can in deciding how accurately each statement describes your job — regardless of whether you like or dislike your job. For the first few questions, some of the answer choices don’t have statements beside them. Choose one of these “unlabeled” answers when your sentiment falls somewhere between two statements.
Misconduct and Harassment Unmasked Beneath a Veneer of Psychological Safetyin Uncategorized, industrial organizational psychology
A recent Fast Company article gushes about a particular company’s culture of psychological safety — that is, its “employees’ ability to take risks without feeling insecure or embarrassed.”
This is a company about which the Department of Labor once said, “Discrimination against women…is quite extreme.”
A New York Times article recently revealed that the company has protected, arguably even rewarded, executives accused of sexual misconduct. It described one exec who “often berated subordinates as stupid or incompetent.” The company “did little to curb that behavior.”
A screenshot the exec’s ex-wife included in a lawsuit, according to the Times, showed an email he sent to another woman: “You will be happy being taken care of,” he wrote. “Being owned is kinda like you are my property, and I can loan you to other people.”
In our quest for a psychological-safety poster child, we may need to conduct a better search.
The 3-minute video below summarizes an article — Who Built Maslow’s Pyramid? A History of the Creation of Management Studies’ Most Famous Symbol and Its Implications for Management Education — to be published in the journal, Learning and Education.
The article argues that Maslow never conceptualized the pyramid commonly used to illustrate his Hierarchy of Needs. The figure was developed by a consultant seeking to simplify Maslow’s theory for corporate clients, and it distorted Maslow’s work in the process.
Maslow’s theory aside, we can find a broader learning here. The phrases “some consultant,” “distorted,” and “overly simplistic,” remind me that consultants and other practitioners do, indeed, habitually oversimplify and distort theories of employee wellbeing.
In the employee benefits and wellness spheres, a couple of examples of oversimplification come to mind:
- Consultants and other practitioners increasingly cite Self-Determination Theory, which says that autonomy, competence, and relatedness are prerequisites for human flourishing. But many present the theory as a simple explanation of behavioral motivation and are hard-pressed to explain what relatedness is or how it fits in.
- Behavioral economics is a trendy framework consistently misrepresented. Wellness consultants have described it as a theory of intrinsic motivation. Behavioral economists, however, will assert that there is no such thing as intrinsic motivation. If behavioral economics had to be bucketed as one or the other, it could only be considered — with its warm embrace of incentives and other manipulative techniques — a framework for extrinsic motivation.
Scholars resent such oversimplification. But I’d be cautious about one-sidedly indicting consultants.
Perhaps scholars should endeavor to communicate their theories and findings in a manner more accessible to lay practitioners. Were relatedness and competence really the best terms to communicate what’s intended in Self-Determination Theory? Indeed, delve into the details of Self-Determination Theory, and you’re likely to find it nearly incomprehensible to non-psychologists. The theory picked up steam outside psychology circles mostly after Daniel Pink simplified it in his bestseller, Drive.
Similarly, behavioral economics has repeatedly been distorted by TED-talk superstars who have little or no training in either behavior, economics, or any combination of the two.
We wellness professionals would benefit by reading fewer bestsellers and more journal articles. I might also suggest that scholars — in order to learn how to reach an audience of practitioners with minimal distortion before TED talkers and bestselling authors pull the rug out from under them — study fewer journal articles and more bestsellers.
Perhaps a consultant would not have created Maslow’s pyramid, and it would not have taken hold to the extent it has, if Maslow or another scholar had more effectively illustrated his ideas.
[Hat tip to Kuldeep Singh, who shared the “Who Built Maslow’s Pyramid” article on LinkedIn, and Rob Briner, who shared the video in the lively discussion that ensued. This blog post is adapted from comments I contributed to that discussion.]
Wellbeing — What Is It Good For?in Uncategorized, Wellbeing, industrial organizational psychology, job crafting
In previous posts about the transition from wellness to wellbeing, I neglected to address the studies of wellbeing — including many attempts to define it — that were done before corporate America appropriated the term.
As legendary occupational psychologist Sir Cary Cooper says, “Define wellbeing? We can’t even agree on how to spell it Hyphen or no hyphen?” (I’ve paraphrased Sir Cary.)
One employer survey defined wellbeing by contrasting it with health and wellness. In an article called “Survey Shows Shift from Wellness to Holistic Wellbeing,” the investigators declared:
“Wellness programs focus on physical health while well-being addresses ‘all things that are stressors in an employee’s life.’”
So far, so good.
Then they wrote:
“ Improving employee health was the most frequently mentioned (82%) reason for offering well-being programs, followed by: decrease medical premiums and claim costs…”
If those two quotes don’t have you scratching your head, you’re reading too fast. Please back up and keep rereading until you’re appropriately distressed.)
Gallup’s Essential Elements of Wellbeing
In recent years, Gallup describes wellbeing, based on their massive surveys, as consisting of (these are verbatim):
- Purpose*: liking what you do each day and being motivated to achieve your goals
- Social: having supportive relationships and love in your life
- Financial: managing your economic life to reduce stress and increase security
- Community: liking where you live, feeling safe, and having pride in your community
- Physical: having good health and enough energy to get things done daily
In 2010, Gallup’s Tom Rath and James Harter published “Wellbeing: The Five Essential Elements.” The book served up the same five elements that Gallup advocates today, except the book used the label “Career,” whereas Gallup now calls the same element “Purpose.” Hmmm.
Gallup, with their partner Healthways (which eventually was acquired by Sharecare — creating the Gallup-Sharecare pair) argues that employers should address all five elements of wellbeing. For a price, they offer consulting services to help.
Employers faithfully adopted the five elements, depicting their wellbeing program goals with circles perfectly divided into equal parts — each representing one of the five elements — sometimes shoehorning in another element or two, like “emotional,” “environmental,” or “spiritual.”
But employers have not been well-served by their simplistic pie diagrams, which are used as virtual checklists to perfunctorily confirm that each element is addressed…
A fragmented effort to address what is in wellbeing, rather than a cohesive strategy to support what wellbeing is, may be one reason why, in practice, nothing but the name has changed.
Since his groundbreaking review, “Subjective Wellbeing,” first appeared in 1984, psychologist Ed Diener has probably published more wellbeing research than anyone. Though Diener evaluated the elements of what he calls “subjective wellbeing,” he defined it not by its elements but by the experience. To Diener, wellbeing is…
“…how people evaluate their lives — both at the moment and for longer periods… These evaluations include people’s emotional reactions to events, their moods, and judgments they form about their life satisfaction, fulfillment, and satisfaction with domains such as marriage and work. Thus, subjective wellbeing concerns the study of what lay people might call happiness or satisfaction.”
“Happiness or satisfaction.” Isn’t that what we always knew wellbeing to be, before we picked it apart?
I Feel Good!
With the various definitions of wellbeing circulating helter skelter, Uncle Sam (in the form of the CDC) played peacekeeper:
“There is no consensus around a single definition of well-being, but there is general agreement that at minimum, well-being includes the presence of positive emotions and moods (e.g., contentment, happiness), the absence of negative emotions (e.g., depression, anxiety), satisfaction with life, fulfillment and positive functioning. In simple terms, well-being can be described as judging life positively and feeling good.”
Rath and Harter’s description of wellbeing and other definitions of wellbeing emphasizes how you get there — the road to wellbeing. Diener and other psychologists emphasize how you are when you arrive.
Wellbeing and Burnout
Diener mentioned marriage and work, referring to domain-specific wellbeing. Here’s where that comes into play…
In job crafting research — as with a lot of organizational development research — “wellbeing” often is measured in the work domain only. Work wellbeing doesn’t just mean job satisfaction; it goes deeper to how employees are.
How do you measure how employees are at work?
For perspective, consider the symptoms of burnout:
- A feeling of not making a difference
It’s not unreasonable to say that the opposite of burnout is work wellbeing — having energy, purpose, and optimism at work. This is why burnout metrics have, sometimes, been used to measure work wellbeing.
Focusing on work wellbeing — which, on the surface, seems to be just one domain — may be heresy to employee wellness leaders looking to check off their list each element of wellbeing.
But employee wellbeing programs risk getting in their own way if they try to do too much. Would it make sense to help employees thrive at work — the domain over which employers have most control — before trying to get them to thrive in, say, relationships, community, or even physical health?
On one hand, focusing on work wellbeing seems to contradict arguments against checking the elements off one-by-one. On the other hand, if the elements are interdependent, bolstering work wellbeing helps support the other elements. And if the others are supported at the appropriate time and place, work wellbeing will benefit.
If you can find some downtime (or some treadmill time?), listen to “Dealing With Burnout” the Wisconsin Public Radio Morning Show. One of the guests was Monique Valcour PhD CPCC, who has a gift for articulating, in super-practical terms, the connection between work and wellbeing. Monique explains what burnout really is, and delivers keen insight when the first caller makes a reference to the role of autonomy in addressing his own burnout. She talks about burnout as an “interpersonal phenomenon” and notes the supportive effects of mindfulness and emotional intelligence. And she provides practical tips for workplace leaders.
By the way, not only is it essential for us wellness professionals to address the burnout that occurs amongst employees, but I’m observing that it’s increasingly common within HR, Employee Benefits, and Employee Wellness teams. So if you don’t feel the need to learn about burnout for your organization, learn about it as an act of compassion for yourself.