Only 39% of the UK workforce in good jobs

Employers can to do more to make jobs appealing and interesting in order to satisfy their employees and improve commitment according to a new report that finds that only 39% of jobs are classified as being ëgoodí. The report investigates employee attitudes and is produced by the Chartered Institute of Personnel and Development (CIPD), the professional body for all those involved in people management and development.

Reflections on employee well-being and the psychological contract is based on a survey that explores trends in employee attitudes to work and relationships with managers and colleagues and provides a consistent baseline against which UK organisations can benchmark their own employment relationships.

Based on peopleís reported experiences in the workplace, jobs are categorised in terms of two key factors: excitement and stress. ìGoodî jobs are defined as jobs which people find exciting but not too stressful.

Nic Marks, Head of well-being research at nef (the new economics foundation) and co-author of the report says, ìInterest and excitement are key elements in the psychological contract between employers and employees. If employees donít feel their role is exciting this will be reflected in their lack of commitment, underperformance and satisfaction.

ìEmployers should look to create a balance between the challenges of the job and the individualís abilities if employees are to flourish in their roles. This will ultimately help to create good jobs, and good jobs not only benefit employees and the organisation but ultimately society as a whole. î

The report suggests the key factors that influence peopleís well being at work, as identified in the CIPDís psychological contract survey, can be split into two factors ñcreating interesting and exciting jobs, and stress and frustration with work. Stress at work depends on support from supervisors, relationship with colleagues, status of their role, and sense of identity with the organisation. Interesting and exciting jobs can be explained by the following:

job variety
role clarity
physical security

If employees have a positive psychological contract, this means they will show higher levels of satisfaction, motivation and commitment to the organisation. Research shows these factors are important in helping employers increase performance, reduce absence, retain staff and solve recruitment difficulties.

Mike Emmott, CIPD Employee Relations Adviser, says, ìThe evidence suggests that most employers need to work a lot harder in order to get the best from their staff. They need to see that line managers understand and buy into the people management policies they are expected to deliver. This means convincing managers of the value of these policies and helping them to understand the consequences of not handling them well. Most jobs can be made interesting or even exciting, if they are well managed.î

This new report is based on findings, from Employee Well-being and the Psychological Contract, which show employers need to do more to boost performance through people management. Good communication plays a major role in helping to ensure staff are satisfied and feel they are fairly treated.

Key findings from Employee Well-being and the Psychological Contract:

39% of respondents are in ëgood jobsí, jobs that are interesting and exiting, but not unduly stressful.

42% of respondents said they have little control at work and 20% indicated limited control.

21% of respondents said their jobs were either very or extremely stressful.

26% of respondents said they received little or no support from their supervisor.

37% of respondents say their workload is too heavy and 20% do not believe the demands of their job are realistic.

Only 38% of all employees are willing to place a lot of trust in senior management to look after their interests (this falls to 25% for private sector employees).

Graduates report lower levels of satisfaction and commitment, despite often occupying senior positions.