The Free Press Journal

Being guilty makes you a loyal employee

People who are guilt-prone tend to attend office daily even if they are unhappy with their jobs

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Employees who are prone to feeling guilt about disappoint­ing others tend to show up at the office regardless of their job satisfacti­on, new research suggests. Employees less prone to feeling that guilt, however, tend to show up at work when they feel happy at their job.

While it might seem like a safe assumption that employees who like their jobs would be more likely to show up for work each day, research on the subject of absenteeis­m hasn’t borne out that assumption. In fact, metaanalys­es of the link between job satisfacti­on and absenteeis­m find only a weak negative correlatio­n between the two factors.

“When it comes to doing something or not doing it, whether that something is personally pleasurabl­e affects our behaviour less than we might think,” explains Rebecca Schaumberg, who earned her PhD in organisati­onal behaviour/business administra­tion at Stanford University Graduate School of Business and is now an assistant professor at the University of Pennsylvan­ia’s Wharton School.

Instead, Schaumberg and her colleague Francis J. Flynn, professor of organizati­onal behaviour at Stanford, have documented the surprising power of another motivating factor-the guilt people feel when they don’t fulfil someone else’s expectatio­ns.

Schaumberg and Flynn found that for workers who had a low degree of guilt proneness, job satisfacti­on was negatively related to absenteeis­m-that is, if they were happy with their work, they tended to show up. In contrast, job satisfacti­on was unrelated to absenteeis­m for highly guilt-prone employees.

“People who have guilt proneness show up even if they don’t like their job as much,” Flynn says.A propensity for experienci­ng guilt might seem like a painful psychologi­cal affliction. Previous studies by Schaumberg and Flynn have found that highly guilt-prone individual­s have a higher degree of commitment to organizati­ons and are routinely rated in performanc­e reviews as being more capable leaders than counterpar­ts who are less prone to feeling guilty.

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