The Invisible Chains: How Employers Undermine Worth and Stifle Potential in the Nigerian Workforce

■ Introduction

■ The Unspoken Pact

Employment, at its core, should be a symbiotic relationship – a mutually beneficial exchange of skills, effort, and time for fair compensation, growth, and recognition. In theory, it's a partnership geared towards achieving shared organizational goals. In practice, however, the landscape of employment in Nigeria often tells a different story. Beneath the veneer of "opportunities" and "privileges," a more insidious narrative unfolds, where employers, consciously or unconsciously, employ tactics that subtly erode an employee's self-worth, diminish their perceived value, and ultimately stifle their potential – all too often, to justify inadequate remuneration and create a compliant, yet disengaged, workforce.

This article delves into the unspoken psychological and systemic tools used to make employees feel "not enough," fostering an environment where work becomes a burden rather than a source of fulfillment, and where true potential remains tragically untapped.

■ The "It's a Privilege" Mantra: When Employment Becomes a Favour.

One of the most pervasive tactics is the narrative that employment itself is a profound "favour" or "privilege" bestowed upon the employee. This mindset, often rooted in high unemployment rates and fierce competition for jobs, shifts the power dynamic entirely. Instead of seeing an employee as a valuable contributor essential to the company's success, they are framed as recipients of corporate benevolence.

This narrative manifests in various ways:

1. Constant Reminders of Scarcity: Subtle or overt references to "how many people want this job" or "you're lucky to have this opportunity" are frequent.

2. Discouraging Negotiation: Any attempt to negotiate salary, benefits, or working conditions is met with resistance, implying that one should simply be grateful for what is offered.

3. Excessive Demands, Limited Reciprocity: Employees are expected to go above and beyond, work extended hours without overtime, and accept roles outside their job description, all under the guise of demonstrating gratitude for their "privilege."
The psychological effect is profound: employees internalize this message, feeling indebted rather than empowered. Their focus shifts from excelling to merely "keeping the job," stifling innovation and proactive engagement. Happiness in work becomes a luxury they cannot afford, replaced by anxiety and a quiet desperation to remain employed.

■ The Art of Devaluation: "You're Not Enough"

Beyond the "favour" narrative, some employers actively (or passively) deploy tools that chip away at an employee's belief in their own competence and value. This is a subtle yet devastating form of emotional manipulation designed to make employees feel constantly inadequate, thus less likely to demand fair compensation or recognition.

These "tools" include:

■ Perpetual Criticism, Minimal Praise: A consistent focus on shortcomings, even minor ones, while significant achievements are either ignored or downplayed. This creates a loop where employees feel they can never truly meet expectations.

■ Vague Performance Metrics: Unclear or constantly shifting performance targets make it impossible for employees to definitively prove their worth, leaving them perpetually feeling like they're falling short.

■ Comparison to Hypothetical "Better" Employees: Implicit or explicit comparisons to external "high performers" or past employees, always placing the current employee in an unfavourable light.

■ Withholding Training and Development: Limiting opportunities for skill enhancement under the guise of "cost-saving" or "lack of readiness," thereby keeping employees at a perceived lower skill level and justifying lower pay.

■ Lowballing on Salary and Benefits: Offering salaries significantly below market rates and justifying it by highlighting perceived inexperience, skills gaps (often deliberately unaddressed), or simply the "tough economic climate."

The objective is clear: if an employee believes they are "not enough," they are far less likely to assert their value during salary negotiations or demand better working conditions. They internalize the narrative of their own inadequacy, settling for less out of fear of being deemed unworthy or irreplaceable.

■The Expectation of Unlimited Potential for Minimal Remuneration.

Perhaps the most glaring contradiction in this exploitative dynamic is the expectation that employees, despite being paid inadequately and made to feel insufficient, must still deliver their "full potential." Organizations expect innovation, dedication, problem-solving, and a deep commitment to goals, yet fail to provide the psychological and financial environment conducive to such output.

■ When employees work under the weight of feeling undervalued and exploited:

1. Creativity Suffers: Fear of failure and constant criticism stifle innovative thinking.

2. Motivation Dwindles: Why exert maximum effort when it isn't recognized or fairly compensated?

3. Burnout is Inevitable: The strain of feeling inadequate while continuously over-delivering for less leads to exhaustion and cynicism.

4. High Turnover: Talented individuals, once their self-worth recovers or they find genuinely supportive environments, will inevitably seek opportunities elsewhere, leaving companies with a less experienced or more compliant, but ultimately less effective, workforce.

This creates a cycle of mediocrity for the organization. They get what they pay for, not necessarily in terms of raw output, but in terms of innovation, loyalty, and genuine commitment. The "full potential" they demand remains locked away, guarded by the invisible chains of psychological manipulation and unfair compensation.

■ Breaking the Chains: Towards a Valued Workforce.

The solution requires a fundamental shift in perspective from both employers and employees:
For Employers:

■ Value Proposition Clarity: Articulate and demonstrate the value of every employee, recognizing their contributions openly and consistently.

■ Fair Compensation: Benchmark salaries against industry standards and ensure a living wage that reflects the skills and effort required. Invest in talent, don't exploit it.

■ Clear Performance Frameworks: Establish objective, measurable performance metrics and provide constructive feedback with specific areas for growth, coupled with genuine praise for achievements.

■ Invest in Development: Provide opportunities for training, skill enhancement, and career progression. Empower employees to grow, and they will grow your business.

■ Foster a Culture of Respect: Treat employment as a partnership. Listen to concerns, encourage open communication, and ensure employees feel safe to voice ideas and critiques without fear of reprisal.

■ For Employees:

● Know Your Worth: Research market rates for your skills and experience. Understand your value proposition.

● Document Achievements: Keep a record of your contributions and successes to counter negative narratives.

● Seek Feedback Proactively: Request specific, actionable feedback to identify genuine areas for improvement versus subjective criticism.
* Develop Your Skills: Continuously invest in your own growth to enhance your marketability.

● Advocate for Yourself: Learn to negotiate confidently and professionally. If efforts for fair treatment fail, be prepared to seek opportunities in healthier environments.

■ Conclusion
Reclaiming Happiness and Potential

The prevailing mindset that treats employment as a favour, rather than a mutually beneficial contract, is detrimental not only to the individual employee's well-being but also to the overall productivity and innovation of the Nigerian economy. When employees are made to believe they are "not enough" to justify meager pay, their potential remains caged, and their happiness at work becomes an elusive dream.
It is time for a sincere re-evaluation of employment practices.

True progress and sustainable growth will only come when Nigerian businesses recognize that their greatest asset is a workforce that feels valued, respected, fairly compensated, and empowered to contribute their full, unchained potential. Only then can work truly become a source of happiness, innovation, and shared prosperity.