“I Did The Job, Boss”: 35 Times People Attempted To Do Their Job But Failed

A mark of a goodemployeeis that they’re often willing to do more than listed in their job description. Sadly, not every worker feels so motivated. According to a poll Gallup conducted last year, 68% of the workforce might bephoning it in, as only 32% feel fully engaged at work.

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In their 2024 State of the Global Workplace report, Gallupestimatesthat employee disengagement cost the global economy around $8.9 trillion in GDP in 2023. They report that 23% of employees felt actively engaged in theworkplace, which is an all-time high (in 2009 the percentage of engaged employees was merely 12%).

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At the same time, employee well-being declined, as only 34% of employees reported thriving in their workplace. However, just like with employee engagement, this number remains at a steady high for the last five or so years. So, why are more and more people"quiet quitting"or thinking about leaving their jobs?As Gallup suggests, the mental well-being of employees is what stagnates motivation anddaily productivity. According to their research, daily stress is still higher than the pre-pandemic average, and 20% of employees reported experiencing significant loneliness. As people are less happy in general, they’re less likely to feel motivated in the workplace.

As Gallup suggests, the mental well-being of employees is what stagnates motivation anddaily productivity. According to their research, daily stress is still higher than the pre-pandemic average, and 20% of employees reported experiencing significant loneliness. As people are less happy in general, they’re less likely to feel motivated in the workplace.

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We sometimes think that an unmotivated worker is a bad worker. But good workers can become unmotivated, too. That’s why companies spend thousands of dollars to keep the talent they have happy with various perks, bonuses, and other incentives.According to Indeed, there are two types of motivation in the workplace: one that comes from the outside, and another, from the inside.

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Cash bonuses, office snacks, and more vacation days are a great way to motivate your employees, but they might not work with those who crave intrinsic motivation. Other workers put more effort and are willing to go above and beyond when they find meaning and purpose in their work.

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Somestudiesalso suggest that intrinsic motivation gets employees to be six times more motivated than extrinsic motivation. Jim Barnett writes forForbesthat using external awards only can sometimes feel like companies are trying to control their employees. “Instead of feeling excited and challenged to exceed a target, we sometimes see people hit a goal and go no further,” he notes.

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It also matters what kind of boss we have. Leadership coach Vicki Kampmeierhas five rulesthat managers should follow to motivate their employees. First, she says, bosses need to ask their workers for feedback: giving and receiving it should be the priority for any good boss.

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Second, employees should be allowed to contribute to their individual and the company’s goals. “When employees feel like they’re part of that conversation, they’re willing to put in the extra effort,” Kampmeier explains. These two rules go in hand with the third one: the boss has to show employees they care: listening to their feedback, being flexible with their demands, and allowing them to make decisions.

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Employees should also know what’s happening in the company they work at. When a worker knows more about the big (or small) operation that they’re a part of, they become more invested in it. Hence, they want to do a better job and strive for the company’s success. “The more uncertainty [employees] feel, the less motivated they are,” Kampmeier explains.

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Finally, a good boss should know a thing or two about the people they manage. That’s not to say that they should pry or be all up in their employees' personal business, but things such as remembering birthdays and carrying out personality assessment tests show the workers that the boss is making an effort to care about them. What’s more, as Kampmeier says, leaders can leverage this for growth, motivation, and alignment.

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