Boredom is widespread and is even on the rise in the recent years. In a 2004 survey of British employees, the researcher found that one-third of employees reported being bored at work for the most of the day while a half always reported or often feeling bored at work. Boredom is something that affects the high-performing employees. According to Annilee (2007), the modern workplaces are becoming more boring, and boredom is the second most commonly hidden workplace emotion after anger. In this discussion, the focus is to provide my experience with workplace boredom, determine if boredom should be a key priority for organizational leaders, and who is responsible for reducing workplace boredom.
In the Workplace, I believe that boredom depends on the person when it comes to your actually job duties. Boredom is costly and detrimental to the organization. It refers to an unpleasant transient affective state where an individual feels a pervasive lack of interest in and also difficulty in concentrating on the current activity. The negative and dissatisfying emotional state as a result of boredom usually moves employees away from the work at hand and require more time and effort to get the job accomplished (Jex & Mael 2015).
I have plenty to do at my current job and have no problem with boredom. I truly believe in keeping busy and a self-starter, so I have no problem with keeping myself occupied. I do not like to be micro-manage and in case the job I am doing is not interesting, I do not find myself working there too long. I like working in a place where I enjoy working and in an environment that is accommodating. I can say I have worked for interesting organizations where I have the chance of planning my day in a way that I will get the job was done and make deadlines. In the article by Jex and Mael (2015) it provides a discussion of work boredom and its visible signs, which are restlessness, finding yourself doodling, or becoming fidgeting and sighing. The only time I may get bored in the workplace is when I am in a meeting that is not productive and not providing me with value information to get the job done. Meetings usually facilitate communication and resolve procedural issues. However, they can also be a waste of time, and a leader can call for a meeting because he is not feeling needed, or because he/she is under pressure and he wants everyone else to feel it too.
For instance, when I am in training, I might find myself doodling during the training process when all the trainer does is talk and not engage the members in the training class. In my personal experience, it is very rare to find me bored when in the workplace because I know how to manage my time wisely to get the job done and ensure that I am always working on something that I enjoy doing. During training, I usually feel that the process should allow members to engage in the training whereby it should be hands-on. The training should not only be about talking, but there are some skills that people can learn through hands-on practice. Such a practice helps to avoid boredom in the workplace and also allows for greater retention.
Boredom and key priority for organizational leaders
The workplace boredom tends to be a real threat that is creeping up on employees. Boredom leads to larger issues in the workplace that affect the entire teams and companies. According to Loukidou, Loan-Clarke, and Daniels (2009) feeling bored can lead to sabotage, disengagement, withdrawal, and abuse of other members and intentional failure. Thus, it will result in decreased productivity. I believe that boredom should be a major priority for organizational leaders. Boredom is something that occurs even in the most enduring and established organizations. If employees are suffering frequent boredom, they are likely to be underutilized, and it is the responsibility of leaders to ensure that employees are engaged.
When employees are falling victim to boredom, one may notice that they are prone to failure at work. Bored employees usually become disengaged. As the leader, it is important to help employees realize why their jobs are important and also consider rewarding their efforts and explaining how their contribution is part of the bigger picture (Annilee, 2007). The organizational leaders should consider the issue of boredom with great concern because it can greatly affect the affect the performance of employees. With reduced performance, there will be a decrease in productivity; thus, reduction in profitability. Organizations need to ensure that they establish a work environment that will ensure that employees feel engaged.
The organization can also consider the use of job rotation as a strategy that will employees perform different duties in the workplace and they can also get the chance of learning while in the organization. With job rotation, employees can do jobs that they do not do every day through switching their tasks with co-workers and can help reduce boredom and increase productivity (Loukidou et al. (2009). Boredom can cause more and more employees to start performing non-work related activities so as to keep themselves entertained during work hours. It is essential that organizations should consider the problems of boredom as an issue of great importance as it can lead to lost productivity in the workplace.
Reducing workplace boredom
When dealing with workplace boredom, the human resource managers should concentrate on reducing boredom. Human resource managers are usually central to the process of preventing and managing boredom. The HR managers are key in ensuring the development and implementation of procedures and policies. It is the duty of the HR managers to understand what workplace boredom is, what causes it, and how to prevent and manage it. The human resource department will have to work with others providing services to support individuals so as to identify the sources of problems that need action and to manage the successful return to work.
Managers should also take the responsibility of reducing workplace boredom. Boredom can give rise to errors, decreased productivity, and costly and unnecessary outcomes for employees, customers, and the organization. Managers need to ensure that staff are engaged and have enough variety to keep them retained. Loukidou et al. (2009) stated that the most significant cause of workplace boredom is the undemanding workload. Thus, managers need to look at ways of reducing the sources of workplace boredom and encourage healthier ways of coping. Managers are crucial to the successful prevention and the management of workplace boredom. Managers are usually the first port of call when there is a problem, and they are in an ideal position of identifying and managing boredom. With the appropriate skills, managers can be able to deal better with boredom within a team. The manager has the responsibility of supporting and involving in organizational initiatives for tackling boredom (Annilee, 2007). The managers can support staff to prevent boredom and help them in managing it in case it occurs through providing access to relevant support services.
Employees can also play a role in reducing workplace boredom. It is the responsibility of employees to raise concerns and also tell their managers or representatives about the possible problems and the sources of boredom in the workplace. When the organization is not aware of the issue of boredom, it will be difficult to take any action possible. Therefore, it is the role of employees to help in reducing any issues of boredom. Employees should understand what work related stress it, its causes, and how to manage and prevent boredom. Employees can also play a role in raising awareness about the issue with their colleagues and know the policies and procedures of dealing with the issue (Annilee, 2007). Employees can also help in identifying early when they or their colleagues are starting to experience issues that can lead to workplace boredom and raise this with their HR manager so that they can help in resolving the problem.
There are some factors contributing to workplace boredom. Some of these factors include stable, individual differences, information technology, and employees’ expectations about the work. Boredom is an issue that is affecting the performance of employees resulting in low productivity. Thus, it is the responsibility of organizations including employees, managers, and the HR department to consider the issue as of great concern and determine ways of dealing with the problem.
Annilee M. (2007). Workplace boredom coping: health, safety, and HR implications. Personnel Review, 36(5)701 - 721
Jex, S & Mael, F (2015). Workplace boredom: an integrative model of traditional and contemporary approaches. Group & Organization Management, 40(2) 131-159
Loukidou, L., Loan-Clarke, J., & Daniels, K. (2009). Boredom in the workplace: More than monotonous tasks. International Journal of Management Reviews, 11,381-405
In the development of relationships, the ultimate rationale and guiding element is the fact that the parties that are involved in that relationship should be able to gain from the fact that they are in any form of relationship. In the attainment of this attribute, guidance rates high as one of the attributes that characterize a good relationship. In the guidance, I would expect that the other party offers a direction in which we can follow in attaining the desired. Additionally, constructive criticism is additionally a vital attribute that should be evident in the relationship. Criticism by the other party should not only be meant to put me down and only look at the shortcomings (Eby, 2010). The criticism should encompass correcting me when I have swayed away from the rightful path and offering direction to the right path and also acknowledging the instances that I have done well.
An effective relationship should be one that is characterized by positive feedback in that the emphasis should not always be on the negative attributes but the positive ones as well. It is common to find that most of the reaction one gets from the partners relates to the negative attributes with minimal emphasis on the positive elements, an attribute that leads to frustration in relationships. The outcome of such a relationship is that the frustration grows to an extent that the relationship cannot be sustained and thus leading to their demise. Additionally, the person I would like to be in a relationship with is one that leads by example, not saying one thing just to be heard and doing another that is totally divergent (Eby, 2010). Practicing what one speaks is a vital attribute in any relationship as it makes it possible to develop value and genuineness among the parties to the relationship.
Eby, L. T. (2010). Mentoring. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology. Washington, DC: American Psychological Association.