Work and Rewards: Redefining Our Work-Life Reality
Work and Rewards: Redefining Our Work-Life Reality
Synopsis
Excerpt
During my years as a corporate consultant two things have become increasingly obvious to me. The first is that a vast majority of employees on all levels and in most businesses are not satisfied with their working lives, or with their lives in general. In the board room, in front of bosses, in front of direct reports everything is great. Later, however, over a martini or two, or a beer or two, what comes out is totally predictable. They are tired of the repetition found in most jobs, the meaningless busy work, the back stabbing and conflict. They are tired of unpredictable bosses, tired of trying to keep up, tired of not being able to spend enough time with their families, tired of wasting their potential as both employees and individuals. In essence, they feel that things are not what they should be, not what they could be, and they are frustrated.
The second thing that has become increasingly obvious is that, despite their frustration, most employees have been forced to accept this situation pretty much as an unavoidable part of their existence. They worry about it, they gripe about it, but they don't seem to be able to do much to change it.
One of the key factors contributing to our inability to move in the right direction, in my opinion, is our lack of an appropriate framework into which to fit the pieces. More specifically, the key definitions upon which our current work-related perspective is built--those . . .