Dr Michael Gill suggests that workers suffer when organisational control methods threaten their physical, psychological, or social identity.
Consistent across managerial and organisational research is the idea that if workers can find happiness and meaning in their work then they tend to be more productive in the workplace. Indeed, the latest Global Happiness and Well-Being Policy Report estimates that a meaningful increase in work-place well-being yields, on average, an increase in productivity of about 10%.
Traditional leadership models tend to emphasise that the control of the worker is necessary to ensure the success and survival of the organisation. However, managerial and organisational research has revealed that the enforcement of organisational control often appears to effect individual workers differently. To date, critical literature has offered little theory as to why this is.
Dr Michael Gill, who’s research interests lie in how employees experience modern work, aims to address this knowledge gap with his paper ‘The Significance of Suffering in Organizations: understanding variation in workers’ responses to multiple modes of control.’ He proposes that understanding workers' diverse responses is crucial, as it informs an understanding of how and why control is accepted or resisted at different times in contemporary organisations.