Aufrufe
vor 13 Monaten

CHECK Berlin #3

  • Text
  • Zucker
  • Impfungen
  • Diseases
  • Vaccination
  • Praxis
  • Wichtig
  • Gesundheit
  • Apotheke
  • Menschen
  • Berlin
CHECK wendet sich an Schwule und Trans*-Männer jeden Alters, jeder Herkunft oder Weltanschauung. • umfassender Serviceteil mit allen wichtigen Adressen von Beratungsstellen, Apotheken und Ärzt*innen

ENGLISH Interview ANGRY,

ENGLISH Interview ANGRY, UPSET, UNHEALTHY rosinka79 - stock.adobe.com 2500 AOK insurance policy holders (Allgemeine Ortskrankenkasse) between the ages of 18 and 65 were surveyed. 12.4 percent of those who stated that they were dissatisfied with the management style of their superiors reported emotional, psychosomatic and also physical impairments. However, only 3.3 percent of those surveyed who were satisfied with the behavior of managers spoke of such complaints. A new absenteeism report by the WIdO (Scientific Institute of the AOK) has shown that there is a connection between a management style that is perceived as fair and the health of employees. Injustice makes you sick 23.3 percent, i.e. almost one in four respondents who perceive their boss as unfair, also said that they were almost constantly annoyed or angry in the four weeks before the survey. Only 1.9 percent of the employees of a „fair“ manager claim similar. The list goes on: Employees treated unfairly suffer from exhaustion (19.7 percent) and insomnia (18.1 percent). Around twice as many suffer from back and joint pain as well as respiratory or infectious diseases, and almost three times as many from headaches, gastrointestinal and heart ailments than among the „satisfied“ colleagues. When the leadership style fails in a company, not only does health deteriorate, but also motivation. According to the report, satisfied employees were on sick leave for an average of 12.7 days a year. On the other hand, employees of employers who are perceived as unfair for an average of 15 days. And those who are satisfied come to work more often despite being on sick leave: around five more days a year. Only 4.6 percent of those who work under fair leadership report listlessness, but almost 20 percent of those whose working conditions are not perceived as fair. How can companies foster a fair work environment? A study by the Federal Statistical Office (BAS) in 2018 showed that 89 percent of employees in Germany were satisfied or very satisfied with their work. However, there were differences within individual professional groups: 91 percent of academics and 90 percent of managers stated that they were satisfied or very satisfied with their current job. In the case of unskilled workers, the proportion was lower at 83 percent, but still high. For many, fairness is a very personal issue. However, there are three main points that executives can pay attention to in order to make their employees more satisfied: Equal opportunities Employees should know that they have a fair chance. If they work hard enough for it, they should be rewarded for it – in the form of a promotion or a bonus. In addition, you can make sure that tasks, attention and feedback are distributed fairly. Meetings should generally encourage employees to express themselves freely and to contribute ideas. Those who can actively participate automatically have a better chance of making themselves heard and seen positively. Transparency and communication Of course, you cannot distribute rewards to everyone. They should be used for exceptional job performance. Even so, the process by which the rewards are awarded must be identifiable and fair. When employees see that the reward process is transparent, that communication works and that there is a clear reward system, motivation automatically increases. That‘s because rewards are attainable and they feel like hard work is valued. Regular feedback Praising employees is a great thing! But if at the end of the year there is no bonus, that will be of little use either. Employers and employees must continuously exchange information: about what is expected, what is achievable and when and how special effort is rewarded. This includes honesty and openness, because only then is constructive communication possible. Work Life If someone is not doing enough, it is important to report this fairly but in a timely manner. Only then can the person improve. This also applies the other way round: Those who feel badly treated and overwhelmed by the manager must address this. It cannot wait until the end of the year. People feel unfairly treated and excluded especially when they are not adequately communicated with. (ts,sw) 12 CHECK | AUSGABE 3 CHECK | AUSGABE 3 13

Unsere Magazine

Regionalseiten
männer* – das queere Onlinemagazin

Unsere News

About us

blu, hinnerk, gab, rik, Leo – die Magazine der blu Mediengruppe erscheinen monatlich in den Metropolen Deutschlands. Die nationale Reichweite der Magazine ermöglicht den reisefreudigen Lesern Zugriff auf alle Informationen immer und überall. Themenschwerpunkte sind neben der regionalen queeren Szene, Kultur, Wellness, Design, Mode und Reise. Unsere Titel sind mit der lokalen Community jahrzehntelang gewachsen und eng verbunden, was durch Medienpartnerschaften mit den CSD-Paraden in Hamburg, Berlin, München und Frankfurt sowie zahlreiche Kooperationen, wie der Christmas Avenue in Köln, seinen Ausdruck findet.