Only 13% of employees worldwide are engaged at work, according to Gallup’s new 142-country study on the State of the Global Workplace. In other words, about one in eight workers — roughly 180 million employees in the countries studied — are psychologically committed to their jobs and likely to be making positive contributions to their organizations.
The bulk of employees worldwide — 63% — are “not engaged” meaning they lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes. And 24% are “actively disengaged” indicating they are unhappy and unproductive at work and liable to spread negativity to coworkers. In rough numbers, this translates into 900 million not engaged and 340 million actively disengaged workers around the globe.
The 13% of engaged employees in the 2011-2012 study has ticked upward from the 11% in Gallup’s previous global workplace assessment, conducted in 2009-2010. Furthermore, the proportion who are “actively disengaged” has dipped from 27% to 24%. However, low levels of engagement among global workers continue to hinder gains in economic productivity and life quality in much of the world.
Engaged Workers Most Common in U.S. and Canada, Actively Disengaged in MENA
As in Gallup’s previous employee study, engagement levels among employees vary across different global regions and among countries within those regions. At the regional level, Northern America (that is, the U.S. and Canada) have the highest proportion of engaged workers, at 29%, followed by Australia and New Zealand, at 24%.
Not all economically developed regions fare as favorably; across 19 Western European countries, 14% of employees are engaged, while a significantly higher 20% are actively disengaged. However, the highest proportions of actively disengaged workers are found in the Middle East and North Africa (MENA) and sub-Saharan Africa regions, at 35% and 33%, respectively.
The findings also reveal differences among employees with different job types and at different education levels within countries. Recognizing these differences can help managers understand how societal factors could affect workplace characteristics and help them identify specific barriers they must overcome to build more engaged workforces. See the full report for results by job type and education level.
Regardless of region or industry, businesses seeking to adapt to rapidly changing global economic conditions must learn how to maintain high-productivity workplaces and grow their customer bases in widely varying social, cultural, and economic environments. Systems for reliably measuring and improving employee engagement across industries and regions worldwide are vital to that goal.
Chosen excerpts by Job Market Monitor. Read the whole story at
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