In the context of high-performance organizations, why is there a perception of fear associated with performance criteria being commonly associated with job security?
HR departments struggle to deal with this issue when setting high-performance goals. Indeed, there is a perceived fear connected to such an agenda, with pushback from HR also fearing employee resistance.
In reality, high-performance goal setting should not be construed by employees to come with any punitive outcomes, as these goals are for the holistic good of all stakeholders. Employees are the greatest beneficiary of this. This perspective of fear is uncalled for, as high-performance organizational goals capitulate employee motivation and well-being. It should not instil fear amongst employees of job insecurity; they are meant to bolster the larger good.
However, companies need to communicate these goals effectively. The external and internal communication concerning these engagements must be managed with due sensitivities.
I remain concerned about this perspective as it often creates confusion, and its underlined fears can play on employees’ minds, undermining the shared vision of a high-performance organization. Often people, media, and even some employee organizations connect it to issues of job security, work-life balance, or fear of challenging KPI assessments. In reality, in a high-performance organization, with a great organizational culture where core values come first, this misconception is uncalled for. Ideally, in any high-performance organization, a cultural embodiment with high values safeguards it from such fears.
Employee retention, based on overall employee happiness, should be the primary core attribute of a high-performance organization. Job security and employee developments are the company’s shared goals and its own KPI, not that of the employee alone. The staff therein must only be concerned once these deviate from its core values or the shared goals embraced over the years. Leadership must go all out to encounter any fear and must fortify to nullify it through solid company culture.
Some people in organizations often relate fear with respect. Although in any relationship dynamics, fear and respect are two connotations. This is a common issue at work where there is a fear of losing respect from senior colleagues due to failings or not keeping up with expectations, which can lead people to conceal facts and take defensive postures.
I often see people squabble to set timelines when struggling to meet goals. Indeed, I know this fear factor sometimes in dealing with my colleagues because they do not want to be seen as failing in their given tasks. This should not be the approach. Mutual respect should help them honestly introspect and adopt a corrective path without fear of failure.
Company culture needs to be reinforced with essential value embodiment, including self-reflection and introspection, which sets the tone for more robust and effective outcomes. The responsibility lies more with leaders than executives and managers to allay such fears, as leaders must build trust with their colleagues where self-reflection and introspection are encouraged.