Micro-managing managers, policies that limit employee autonomy and critical thinking and zero attempts to expand employee knowledge through company approved training and development programs.
Do these ring a bell or resonate with your current workplace? If so, then “Houston, we have a problem.”
Demoralization, defined. By definition, to demoralize is to “undermine the confidence or morale of; dishearten.” Whenever someone is demoralized, there are negative implications like anger, resentment, lack of motivation and lack of trust. One recent – non-HR yet still scientific published in The Journal for Psychosomatics – survey even ties demoralization with psychological distress (83%) and depression (44%) in their sample population.
Demoralization in the workplace. Demoralization can happen as a result of policies that result in angry, resentful employees. While no one sets out to debase their employees on purpose, it’s very important to be mindful of the psychological effects that can result when new policies are established. For example, if there is a new policy that limits a certain benefit or restricts professional growth and autonomy in any way, it would be in your organization’s best interest to track the psychological response from these policies – through survey or brief employee interviews. Why? Because the impact of demoralizing policies can always be tied employee disengagement which results in measurable decreased levels of productivity.
Burnout or Demoralization? Which one is it? The terms burnout and demoralization may seem similar at first but they are actually very different. Burnout occurs gradually when you have simply exhausted your physical capacity to complete a job. For example, years of repetitive tasks and stagnancy can lead to burnout. Everyone needs to get away at some point and the best prescription is a sabbatical or extended vacation. If that’s not possible, perhaps cross-training in another business function to stay engaged and learning something new. However, demoralization is instantaneous and is not fixed by just “getting away.” Whenever an employee is demoralized, it can negatively impact their view of the workplace, coworkers, their job, customers, etc. The only fix for removing demoralization is to remove the source of demoralization which is oftentimes a policy that has resulted in negative emotional sentiment amongst employees.
How do you measure demoralization in the workplace? Demoralization can be measured through surveys that gauge emotional sentiment of employees in the workplace. The key, however, is to actually do something about what you find in your feedback or that can actually make the demoralization much, much worse. Employees who work in organizations that are apathetic to their emotional needs are the most demoralized. If you are not sure how to conduct a survey on employee demoralization or feel that it would be best to have a neutral third-party conduct such testing, Jumpstart:HR can provide such a test and make recommendations on how best to turn emotional sentiment around while still navigating the confines of key business objectives that cannot be disrupted.