No motivation at work

Initial situation

Mr S., aged 60, has been with the company for many years and has already experienced several changes in his department. However, he seems particularly resistant to the latest innovations and modernisation measures. He is uncooperative towards his manager and increasingly grumpy. Colleagues report that Mr S. complains loudly about his job both inside and outside the workplace and creates a bad workplace atmosphere. When asked by his supervisor, Mr S. falls silent and is not interested in clarifying discussions. The supervisor is at a loss and refers the matter to the HR manager.

Proitera’s assignment

The HR manager commissions Proitera to conduct an assessment with Mr S. The aim is to address the negative comments he has made about his job and his employer. It is also important to find out whether he is willing to cooperate.

Proitera's intervention

When contacted by the social counsellor, Mr S. is initially uncooperative. He reluctantly agrees to an initial meeting. In a personal conversation, he describes his work situation as ‘not ideal’. He does not feel integrated into the team and feels largely sidelined due to changes at his workplace. His anger about this situation causes him to speak badly about his employer outside of work. He has no interest in participating in ‘stressful’ and ‘annoying’ conversations, not even with the Proitera counsellor. Despite this statement, Mr S. also attends the follow-up appointment.

When asked, it becomes clear what ‘annoys’ and ‘stresses’ him: "I can't stand my younger boss telling me what to do. You don't see the higher-ups anymore; today, questionnaires rule. And then there's the constant monitoring – with this badge control, they always know where I am." He goes on to admit: "I've become more sensitive with age and often have joint pain. I just want to be able to work in peace. Should I take early retirement?

During the follow-up discussions, Mr S. is much more relaxed, although he continues to emphasise that he does not need them. He describes his daily work routine and lists his pending tasks. Mr S. is clearly struggling to motivate himself at work. A questionnaire on motivation is intended to help him with this. Although he does not like questionnaires, he promises to fill it out. During the third meeting, a clear change in his behaviour is noticeable. Mr S. has been thinking about his motivation and personal goals in the meantime. On the questionnaire, he states that job security is important to him, but that he feels insecure. He is afraid of losing his job. Although he wants to do a good job, he is internally blocked and feels trapped in a spiral of negative thoughts. When Mr S. considers the option of changing jobs, he realises that he would rather fit into the modernised structures of his existing workplace than contemplate a fundamental change of job with all the uncertainties that this would entail. The ice is broken.

Result

After this realisation, Mr S. is more motivated in his work and his fears about the future start to diminish. Without prompting, he says that he now understands his young manager better. In agreement with Mr S., the social counsellor consults with his supervisor after each meeting. The supervisor notices a clear change in Mr S.'s behaviour and is happy to check in with him from time to time to discuss his fears about the future. The situation is becoming increasingly relaxed.