“McJob” It’s Not Just a Word Anymore…
by Michael Muetzel
Have you ever wondered where your job really fits into the grand scheme of your organization? The term “McJob” was originally coined to describe hourly workers, going through the motions day-to-day, waiting for their insignificant weekly paychecks.
A “McJob” allows one to play brain-dead employee, not worrying about any serious responsibility, without serious commitments, attempting to win the daily sprint for the door at 5pm. Frankly, many senior managers have used the same characteristics as the “Mantra” for their closet opinions regarding Gen X Employees.
In case you were wondering, credit for the popular phrase “McJob” is given to Canadian author Douglas Coupland in his book, Generation X written in 1991. Coupland’s tongue-in-cheek novel describes the lifestyles of three wandering Gen Xers who abandon their careers and traditional values. They can be characterized as carefree, aimless and lazy. The author illustrates their unique perception of values.
Maybe the perception of worker values is not as unique as we have assumed. After all, according to the new edition of the Merriam-Webster Collegiate Dictionary, a “McJob” refers to low paying and dead-end work positions. “McJob” is no longer a remote phrase from a book written over a decade ago, but by definition, an inherent part of our language today. And at that point, where does one draw the line between language and culture? Many people can relate to the hidden connotations more than most managers may be willing to admit. “Occupational Slumming” and “McJobs” may be more prevalent in the workplace than we ever imagined.
I wonder if Coupland had any idea of the magnitude of what he had started. You may not have known that it is a fictional novel; isn’t that interesting? In today’s work environment perhaps fact is greater than fiction. Or perhaps perception is becoming reality. With that being said, it is no wonder any employer would be upset with such a negative connotation directly related to their organization.
If senior level managers were to look into their “Management Mirrors” I wonder how many of those employees in the manufacturing facility, the administrative pool, engineering, or even sales and marketing teams would see similar “McJob” connotations or characteristics in their daily work experience.
The current research may enforce these uncomfortable attributes. Management experts such as Stephen Covey (xQ Survey Data) and Marcus Buckingham (The Gallup Organization) are sharing recent research data on these issues that is almost hard to believe if it were not for the credibility of the organizations conducting the research. Generalizing, only approximately 10% of today’s employees feel connected to the vision or mission of the company or the organization. Even less feel as though their day-to-day activities are directly related to the priorities or vision of the company. In many cases less than 5% stated that the goals/vision of the organization were translated into goals for their specific work teams. And most feel as though they do not have the tools in their jobs to contribute.
The issue is not the specificity of the data, but the alarming nature of the trends. Stated simply, “How can an organization get to where they want to go, if the employees are not even sure where they are going?” Or perhaps more importantly, how are they going to get there if the employees do not feel as though they have the specific tools necessary perform their responsibilities so they can contribute, even if they do understand the mission at hand? How would your employees match up on these benchmarks?
The term “McJob” when presented in this context takes on an even broader meaning. Perhaps we have more workers in the “McJob” category than not. Not all organizations have “Drive-Thru” windows but that does not necessarily mean that the employee culture of a “McJob” does not exist.
Many managers do not see the issues as the responsibility of the organization, but rather the responsibility of the employees. I might submit that the river needs to run both ways. Please remember, the data does not just reflect the opinions of those working at the “Drive-Thru” but a broad cross section of all employees including managers.
Yesterday’s “aloof” Gen Xer clerks are becoming the middle managers of today. If nothing else, the escalating cost of management turnover due to perceived apathy may force even the most stubborn traditional management cultures to look at changes or, at the very least modifying their management techniques.
The solutions may be as simple as management teams being more aggressive in taking the first step towards moving the traditional communication channels. Mission and vision need to be simply stated, easy to understand then communicated at all levels. One interesting yet inexpensive exercise may be to have each manager hear (listen) from each employee their individual perception of the vision, and how their daily performance contributes toward the ultimate goal.
The answers (confusion) may surprise you. Without this correlation being defined and understood, the road to success will take inherently longer, if it will ever happen at all. The answers for turning a McJob position into a more meaningful or fulfilling job description are not as complicated or as expensive as you might think. Communication is critical but in new ways. Communication vehicles need to run both ways, but rarely do.
These open communication concepts are not new, but unfortunately not practiced by many organizations. The direct correlation between minimal turnover and employee satisfaction in successful companies is by design in management cultures. Most organizations spend more on website development than employee development. Then they question the data on the “McJob” perceptions of their employees.
Many successful companies have found people working in an organization will contribute if there is an honest vehicle for the communication. The need for formal communication vehicles is two-fold. First the vehicles require a clear communication of vision, and secondly, equally important, a vehicle for employees to contribute ideas and suggestions for better, more efficient ways to accomplish the objectives. By giving employees “equity” in the processes and solutions, progressive organizations will stay way ahead of the competitive curve.
Although many might suggest the entire organization needs to be turned upside down, I might suggest at the very least, there needs to be a moderate shift in management paradigms. Again, the possible solutions to the “McJob” mentality do not need to be expensive. There is the old saying, “You can lead the horse to water, but you can’t make him drink.” In this case you may not have to lead the employees to the water. Just clearly explain why the water is important, and they will find it, drink it, figure out a way to make it easier so that you do not have to bend over to drink, and take care of the rest.
After you clearly explain to the employees why it is important, within a week it will probably be ordered over the Internet and delivered within 24 hours. And you won’t have to move. But, if you lead them by the hand too often, and too directly, rather than let them find their own way, they will simply find another employer. And we will whine again about the instability of the Gen Xers.
Management teams have the power to move mountains. The most important issue is for managers to initiate active communication vehicles with all participants at all levels of employment. Let’s all hope that in the years ahead, the term “McJob” refers to a phrase from a book written years ago, not the spirit of people working in organizations.