Organizations can maximize their productivity when they have highly engaged and motivated employees in their workforce who have the passion to achieve their goals. The argument why workers today are not as motivated and achievement-oriented as those in the past depends on a number of factors including constant shifting of goal posts, depreciation, no recognition, inequality, distractions, job characteristics, and frustration that arise when they are not given responsibilities that showcase their skills and abilities (Urick et al., 2017). Subsequently, many employees struggle with their sense of engagement and motivation in the workforce, thus increasing turnover and its associated costs in the organization.
For instance, the growing trend of job hopping suggests more disengagement of today’s workers as compared to ones in the past. Many workers today seek new challenges and opportunities to showcase their capabilities and thus change jobs frequently rather than staying with one company for an extended period of time (Yeaton, 2008). This trend suggests a lower level of long-term motivation compared to employees in the past who might have been more focused on upward career progression and stability within a single workforce rather than being competitive like the workers of today.
In my personal space, as an enthusiastic and passionate worker who loves to seek and complete challenges, I find it challenging to maintain a work-life balance at times because of getting caught up under the heavy workload. So, to avoid failing at work-life balance, one small change that I could make in the near future is to set strict boundaries and allocate specific time for work as well as self-care and personal activities. This change could include small initiatives such as scheduling each task through making a to-do list, prioritizing time for exercise, scheduling regular breaks throughout the day, and creating a clear separation between work and personal time. By implementing such small but regular changes, I hope that I would be able to maintain a healthier balance between my personal well-being and professional work responsibilities.
References
Urick, M. J., Hollensbe, E. C., Masterson, S. S., & Lyons, S. T. (2017). Understanding and managing intergenerational conflict: An examination of influences and strategies. Work, Aging and Retirement, 3(2), 166–185.
Yeaton, K. (2008). Recruiting and managing the’why?’generation: Gen Y. The CPA Journal, 78(4), 68.
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