related to the supportiveness of work environments. And An organization may be able to succeed by force of the willfrustrated employees may be reluctant to voice their concerns of motivated employees in the short term, but sustainedin other ways. As they are typically highly committed to their performance is only built on adequate support for success.employers and their jobs, frustrated employees may not want Consider a case study example. For a major UK retailer, weto complain – and those who do may be unlikely to press the compared employee engagement and support for successpoint if work arrangements are presented as intractable. across approximately 500 stores with store-level measures of customer satisfaction and fiscal year revenue against target,Addressing frustration at work: collected at two different points in time.providing adequate support for successTo get the most from engaged employees, organizations must Employee engagement and support for success were bothposition them to channel their extra efforts productively. associated with better customer and financial outcomes –That is, motivation to contribute has to be matched with the but six months later, support for success was a much strongerability to contribute. In our view, support for success (the predictor of performance.ability of engaged individuals and teams to make maximum What’s needed to ensure that motivated employees havecontributions) has two key components. The first, personal the support they need to be optimally effective in their jobs?utilization, requires that employees are effectively matched to While requirements vary by industry and context,their roles, such that their skills and abilities are put to best our research points to four common support drivers.use. In deploying talent, leaders need to consider not onlythe requirements of the job and an employee’s ability to meet 1. erformance management. Clarity on personal goals Pthem, but also the extent to which the job will draw upon and priorities enables performance by allowing employeesthe employee’s distinctive competencies and aptitudes and to focus on essential, value-added tasks. Likewise, byfully stretch them. continually ‘raising the bar,’ ongoing feedback about performance helps ensure that employees are using theirThe second component, an enabling environment, involves full capability.structuring work arrangements such that they facilitate,rather than hinder, individual productivity. In an enabling 2. uthority and empowerment. Where employees have Aenvironment, employees are supported by processes, appropriate autonomy and discretion, they are better ableprocedures, and resources (e.g. information, technology, to structure their working patterns to suit the way theytools and equipment, and finance) that help get the job work best. And, by managing how they work, employeesdone. They are able to focus on their most important are more likely to find opportunities to leverage their skillsaccountabilities without having to work around obstacles and abilities fully in their job roles.in the form of non-essential tasks or procedural red tape. “ I need support, and my manager and his boss are not doing their best to provide it. I am inundated with work, and I end up staying here late each night. I believe in the company and think we are one of the good guys in the industry. I like my job despite this situation and I think things will change for the better eventually. But waiting for that time to come is very challenging. I’m almost ” ready to throw in the towel.