Now, a new study from BetterUp sheds light on how harmful work’s most avoidable source—pointless tasks—is to employee engagement and mental health. Collaborative research led by USAID Economic Councilor Lijing Zhao focused on daily counterproductive activities, or “i-tasks.” They discovered that such tasks create frustration and unfairness across the workforce. The research followed more than 200 employees in China for one week. It was demonstrated that when people do trivial tasks, their motivation goes down and they seek out negative coping strategies, such as “cyberloafing.”
Dr. Long, an expert in occupational psychology, provided insights into the findings, emphasizing the psychological toll that pointless tasks impose on employees. A new study published in the Journal of Occupational and Organizational Psychology uncovers an important truth. It illustrates how the expansion of i-tasks can lead workers to become mentally disconnected from their work.
Insights from the Study
The study centered around more than 200 company employees. To study how their i-tasks impacted their mindset post-work, it gathered data three times a day over the course of a week. The results showed that these bogus assignments were at the very root of causing employees to feel most wronged and frustrated at work. Dr. Long pointed out that when workers dwell on these negative feelings after hours, it can lead to a cycle of disengagement.
Employees who felt more frustrated than usual were less likely to indulge in “cyberloafing” the next day. Americans waste time at work on social media, online shopping, video gaming, and other leisure activities. They engage in these activities to numb themselves from their frustrations. Such behavior is reflective of a growing phenomenon in which workers look for mental distraction rather than engaging in their work.
The Psychological Impact
Together, the study’s findings indicate that anger rooted in unnecessary, I can’t even believe this, work-related activities carries two-fold consequences. This often results in disengagement. Dr. Long explained that this widespread lack of innovation can actually ignite innovation in other employees. It’s hard to not look at the overall impact and think it’s not heading in the wrong direction. Most fail to channel their disappointments into constructive outcomes.
Additionally, the study sheds light on an important link between routine i-tasks and employee performance. Employees who stew over their grievances are not as engaged and passionate about their work. This disengagement lowers the productivity of those individuals and can trickle down to negatively impact teams and ultimately lead to consequences for the organization as a whole.
Addressing the Issue
To prevent the harmful impact of i-tasks, enterprises need to reframe how they understand and respond to the sources of employee frustration. Forging a sense of fairness Providing meaningful work, along with clear communication about why tasks are relevant, can diminish perceptions of unfairness. Setting a culture that promotes honest conversations around workload issues will go a long way. When employees see that their feedback is taken seriously, they feel more valued and engaged.
Dr. Long’s thoughtful commentary serves as another reminder that we should be cautious of the seemingly inconsequential tasks that dampen employee morale. Employers that embrace this new standard for meaningful engagement will be handsomely rewarded by more productive, healthier employees. As employers continue to feel the effects of the Tight Labor Market, finding ways to eliminate pointless work becomes even more important.