Are you rewarding ‘self-promoters’?
Reforming workplace initiatives to protect gig economy workers
Are you rewarding ‘self-promoters’?

Are you rewarding ‘self-promoters’?

Are you rewarding ‘self-promoters’?

Researchers at the Ashridge at Hult International Business School have identified a type of employee who manages to look busy and successful, without actually doing anything useful.

The productivity study examined 28 UK workplaces and found staff who appeared to be ‘high engaged’ but on closer inspection they were found to be ‘self-promoters’ whose lack of effort reduced overall output.

The research examined engagement levels of teams of workers across seven different employment sectors and found some very motivated workers and some who were plainly disgruntled and disaffected. Approximately one in five teams was a conundrum – staff appeared to be very engaged but teamwork and productivity were poor.

The study found this group of workers appeared to be in a constant circuit of meetings and appeared involved in various aspects to which they could benefit but apart from playing the corporate culture, it was difficult to see what they actually achieved. These have been labelled the "pseudo-engaged" by employment researchers, as opposed to the "engaged" and "disengaged".

It is possible that the pseudo-engaged are often encouraged by the managerial system and rewarded for their dysfunctional behaviour by way of promotions, pay rises and bonuses whilst simply devoting more effort to their own careers to the detriment of collective productivity for the company.

This group of workers can appear selfish to co-workers which then can undermine teamwork and reduce levels of trust and cohesion within a team. In a business sense this has a negative impact.

So, where does this leave companies?

It is paramount to ensure productivity is as high as possible within a company which relies on workers being fully engaged as well as achieving high levels of teamwork and trust amongst colleagues.

In order to manage a workforce whilst ensuring high levels of productivity relying on a strong performance management system, whether formal or informal, to ensure all workers are held to account is important.

This will enable managers to deal with under performance as well as to fairly reward outstanding performance which will help to maintain an engaged workforce and ensure the right people are in the right jobs at the right times.

PlusHR advise our clients on all aspects of performance management as well as dealing with under performance. In addition we can advise on employee engagement monitoring and work with our clients to improve this where required.

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