German management culture doesn't emphasize effective people management -- and the results show in low engagement nationwide.
Most German employees say performance appraisals don't meet the goal of actually improving their performance.
Workers who are not engaged or actively disengaged cost the German economy up to 287.1 billion euros annually in lost productivity.
Worker burnout and stress cost German employers more than 9 billion euros in lost productivity annually.
Some of the discoveries Gallup made in 2015 about managers and their employees could shape workplaces for years to come.
Only four in 10 German employees strongly agree that their manager focuses on their strengths or positive characteristics.
Helping employees set and achieve goals is a manager's key responsibility. But many managers don't really own this task.
Burnout affects an estimated 2.7 million German employees. Better managers are the key to preventing this feeling.
German managers aren't creating environments in which employees feel motivated.
Engagement among German workers has long been dismal. Now, disengagement is on the downswing. That's good news. But the country's leaders can make things even better for the workforce.
In Germany, people who work for a bad manager report more worry, sadness, stress, anger, and physical pain than those who are unemployed.
While most of the country's employees report being satisfied at work, only 15% are engaged with their jobs. This has significant ramifications for the German economy.
Germans' personal wellbeing has declined since the European debt crisis began, according to analysis of a Gallup-Healthways Well-Being Index study. This is hurting employee engagement and the German economy, says an expert.
Average levels of employee engagement aren't good enough for this company, as one New Jersey plant discovered. Here's how a fast-moving manager changed the plant's culture in less than a year.
Organizations going through change should involve their employees as much as possible in the process. Employee surveys are essential to hearing people's feedback, as one company has learned.
Germany's economy, the largest in the European Union, has stalled. Various regional and global factors are contributing to the country's decline in economic confidence, but high among them is lack of employee engagement.
Only 13% of the German workforce is committed to the job, according to Gallup research. As much as 20% is actively disengaged. But don't blame the affected employees for this -- the fault lies with poor corporate cultures that depress engagement and discourage productivity.
The vast majority of the German workforce is not engaged with its work. Though not a hot topic at last week's G-20 summit, this presents a serious threat to productivity -- and ultimately to Germany's gross domestic product.
In this German plant, the responsibility for fixing a major manufacturing problem fell to manager Klaus Welte. He needed to assemble his team in the same way as the product -- each employee had to fit in his role and work flawlessly together with the rest. The failure of any one component, or any team member, would cause the product and the entire group to fall short of their goals. Here's how Welte and his team overcame a high-pressure challenge.