Research by The Ken Blanchard Companies shows that employees are constantly appraising their work experiences—and that their intent to stay, use discretionary effort, perform at a high level, endorse the organization, and be good organizational citizens translates into behaviors that can be positive or negative.
Employee intentions can also influence the opinions of others—especially in the case of a disgruntled employee who, through social media or other channels, expresses negative views. When that happens, one individual’s pessimistic attitude can shape the intentions of many other prospective employees, potentially resulting in their being negatively influenced about joining the federal government workforce.
Blanchard’s ongoing research into employee work passion has identified 12 factors that influence employee perceptions of whether or not a specific work environment is deserving of their loyalty and best effort. These factors can be grouped into three broad categories.
Job factors. These include Meaningful Work, Autonomy, Task Variety, and Workload Balance. This area should be fairly straightforward and achievable for government agencies. While much debate has existed about the size of the government workforce and corresponding budgets, there is minimal argument about the significance of the work. Individual autonomy—when earned—is in everyone’s best interest. Leaders need to learn how to empower and delegate while also having in place an appropriate check and balance system to prevent errors and catastrophic failures. Task variety is also important. Leaders should be well versed in how to minimize repetitive tasks when making assignments. Workload balance also needs to be factored in to avoid employee burnout.
Organizational factors. These address fairness—both Distributive Justice, having to do with pay, and Procedural Justice, which involves decision making. Performance Expectations and Growth opportunities are also under this category. Employees want to know that compensation and decision making are fair. Leaders can demonstrate fairness by ensuring that merit increases, career growth, and performance evaluation processes are as transparent as possible. Another important driver in this category is the degree to which information is shared. Leaders need to err on the side of openness whenever possible, to ensure there is a steady flow of information sharing.
Relationship factors. These look at how connected employees are with their colleagues and also with their leaders. This is basic leadership, and involves the degree to which leaders are visibly and actively connecting to their teams with regular communication. Many employees, especially those that are salaried, spend a majority of their waking hours working. Developing relationships is critical to creating a sense of Connectedness (both with Colleagues and Leader.) Feedback and Collaboration also play a role. Leaders can enhance a sense of connectedness by demonstrating an interest in their teams, encouraging collaboration, and providing feedback. This can be accomplished in a relatively simple way by inquiring about tasks at hand and their progress, discussing resources that might be needed to perform the work, and generating ideas for continuous improvement.
Perceptions, Intentions, and Performance
Don’t let negative employee intentions undermine your agency’s culture and performance. When leaders understand and act on employee perceptions and intentions, overall engagement and productivity will improve. To learn more about The Ken Blanchard Companies’ research in this area, and how this information has helped private and public sector clients develop leadership practices that foster positive employee intentions, visit Blanchard’s research page.