http://en.wikipedia.org/wiki/Boreout

An absence of meaningful tasks, rather than stress, is the crucial problem for many workers according to Werder and Rothlin. Boreout consists of three elements: boredom, lack of challenge and lack of interest. The authors disagree with the common perceptions that a demotivated employee is lazy; instead, they claim that the employee has lost interest in work tasks. They are frustrated by being unable to either contribute to the development of the company or use their skills, knowledge and abilities, or get recognised for their efforts.

The survey of 10,000 employees showed that the average worker frittered away 2.09 hours per eight hour day outside their break time on non-work related tasks. The principal reason for this was a lack of assigned tasks according to 33% of the subjects.

Consequences of boreout for employees include dissatisfaction, fatigue, lack of interest and low self-esteem, while for the business itself there are the problems of an unnecessary financial burden, high levels of sick leave and low company loyalty. The paradox of boreout is that despite hating the situation, employees feel unable to ask for more challenging tasks, to raise the situation with superiors or even look for a new job.


hm, za prepokladu, ze keby sa tieto veci poriesia, tak by bolo lepsie aj zamestnancom, aj by firma mala vacsi zisk - jak je mozne, ze sa to neriesi?? teda este je moznost, ze sami zamestnavatelia mozu byt na tom podobne, ze nezvladaju niektore veci, a tak nezvladaju riesit este aj problemy ludi pod nim.. no ale ak je to taketo komplikovane, a predsa tam je priestor zvysit efektivitu firmy, a teda zisk..
tak by snad mohli vzniknut firmy, ktore by sa na toto vedeli zamerat, nie? iked pre externeho cloveka moze byt trochu tazsie pochopit co vo firme nefunguje, navonok to moze posobit inak.. no ale aj tak si myslim, ze sa s tym da nieco robit.. jednoducho skusat stale nove pristupy, az sa casom najde sposob, ktory funguje..

celkovo si vsimam, ze taky psycholog, ktory sa pyta "preco? preco? preco?" az kym sa nedostane ku korenu problemu, by sa hodil takmer vsade, nielen ludom, ale aj firemnym strukturam, sposobom vyucovania, praci policajtov, vsade.. proste mam pocit, ze z konformity sa ludia nepytaju "preco?" v situaciach, kde by to malo zmysel.. ja som sa tiez dlho nepytal, a teraz jak sa pytam, tak zrazu vidim tolko prilezitosti na zlepsenie.. napriklad ten boreout ktory v poslednom case v repetitivnom worku zazivam (volakedy bolo challenging 80%, teraz tak 5%, zvysok je automatizovatelna praca a pripadne opravovanie chyb, ktore robim z repetitivnej nudy)