In his recent webinar, Founder and Managing Principal of PCS, Joydeep Hor, provided key insights into the sources and psychology behind what is often referred to as “entitlement mentality”, and the changing nature of the workplace.

What is entitlement mentality?

Over the last decade, there has been a paradigm shift in the relationship between employers and employees. In previous decades this relationship was defined by a dependence on the employer and a subsequent culture of compliance and complicity. In more recent years, this culture has seemingly reversed, with employees raising issues which would rarely have been raised before. Therefore, the “entitlement mentality” is not just defined by the substance of what a worker may be asserting, but the fact that they are raising it at all.

When these issues are raised at the workplace level, it usually becomes the subject of commentary of those who have been in the same or similar roles but would have dealt with the issue in a very different way. For example, they may have the mindset that one should be compliant or complicit. “Entitlement” is the label placed on the disconnect between the behaviour that is expected, and that which is enacted.

Often this mentality will manifest in the form of a request or demand, but it also can exist as an expectation of the way things should be carried out. In this way, what has been done for one individual may contribute to a worker’s expectations of what should be done for the collective.

It may be convenient to assert that the reason for this attitude is entirely due to a generational difference. However, when understood as a psychological concept, this mentality is ubiquitous; it may be what a person feels they deserve, what they think is just. For example, one may expect that the effort they put into work should translate into a certain amount of financial reward.

Why is this a problem?

The substance of the requests, demands or discussions associated with “entitlement mentality” usually goes beyond a clear unambiguous request for a relevant legal entitlement (what is contained in the legislation or a contract of employment).  Over the past two decades the rights and entitlements in workplace law have been built upon substantially. It follows that if the baseline is expanding, there might be a feeling of resentment from employers when an employee requests something that is “over and above”. Also contributing to this ambivalence, is a fear of the seemingly boundless parameters of the mentality.

Sources of/contributors to the entitlement mentality

To address the entitlement mentality properly, employers need to be aware of the main contributors, which include:

• Formal education: the level of education about rights is increasing. For example, the awareness of rights around bullying, sexual harassment and consent is subject to extensive education at school level and beyond. This is naturally feeding a thinking about what a person’s fundamental rights are, and what the appropriate behaviours around this are.
• The social media effect: online commentary on behaviours that occur in a workplace context can influence an individual’s view as to what is acceptable.
• Employer action: Employers who are active in the name of inclusion and marketing might contribute to this mindset. Commenting on events that are unrelated to their operation as a business (for example, religious or cultural celebrations) may create an expectation that all events are acknowledged, and when this does not occur this may create tension.
• Evolving environment of rights: At a societal level the assertion of rights is more common. This again is exacerbated through the use of social media.
• Misconception or distortion of the law: Employees may misinterpret the law and latch onto the misconception as an undisputed right. This gives rise to complaints, demands or requests.

Responding to entitlement mentality: key takeaways

When approaching the issue of “entitlement mentality” it is important that employers understand the way they may be contributing to it. Often workers will ask for something they have considered attainable. Therefore, it is important that employers are clear on their value proposition at the outset and be conscious of how their actions may set expectations in the minds of their employees. For example, when taking action in the name of inclusion, employers should consider “the rod” that they are creating for their own back.

Madeleine Partasis, Graduate Associate