While the improving economy is good news for everyone, some employers are getting slightly nervous as they ask themselves a difficult question: Will workers leave en mass once they see greener grass elsewhere? The recession prompted many workplaces to slash their work force, resulting in remaining workers being saddled with more responsibilities — often without extra compensation. In some cases, employees took on more work while having their pay or benefits cut. So as business conditions improve, employers have real concerns that these key workers, who have kept them thriving in tough times, will jump at the chance to start fresh somewhere else. Retaining key workers could be a problem not only because workers feel overwhelmed, but because employees in many companies have a lingering sense of discontent about the way leadership operates. For example, a recent Right Management survey found 19% of employees "rarely" trust their managers to make the best decisions. "There is a bit of fear on the horizon that as we come out of this recession those employees who have been mistreated — we will see the loss of those people," says Dave Ulrich, a University of Michigan business professor. "We think there's a real crisis around employee engagement." Wendy Ulrich, a psychologist and Dave's wife, says that in the past year many employees have been grateful to have a job — no matter what the conditions. But that attitude probably will start to change as the economy improves and more workers begin to look for something more in their jobs. She says that many will search for "meaning" and for company cultures that show appreciation and respect for their work. If they can't find that in current positions, she says, it could lead them to look for jobs elsewhere. In Dave and Wendy's Ulrich's new book, The Why of Work (McGraw-Hill, $27.95), the authors say that while managers within some companies fear that employees will jump ship at a critical time, the upper ranks aren't necessarily feeling this same concern. They say that many top leaders are ignoring the issue, which is why in their book they seek to point out that a lack of employee engagement can have bottom-line consequences for businesses. From 1998 to 2008 what they call the "best companies to work for" had a 6.8% stock appreciation compared to 1% for a typical company, they say. And disengaged employees are 10 times more likely to quit their jobs within a year, they point out. "If you don't engage people's hearts and souls, they're going to go elsewhere," Wendy Ulrich says. She argues that these kinds of numbers prove that leaders can't use old-school management practices any more if they want to compete in a global marketplace. "A lot of us are used to management by control and demand. But the carrot and the stick only go so far," she says. "When people are in jobs they don't like, they are going to be giving less than their best effort. They're going to just be going through the motions, and they'll be less productive." Dave Ulrich says that as people spend more time at work, they seem to be seeking more meaning in their jobs, a message that employers must heed if they want to survive. "If employees find meaning in what they do, they can tell themselves that yes, it's hard, yes, it's work, but they have found meaning," he says. Employers need to begin a new phase of how they operate — one that relies on engaging workers as partners and collaborators to achieve success for both the company and for individuals — the authors say. To help employees find meaning in their work, employers should take certain steps: 1. Helping employees develop and use abilities they consider important, such as leadership, integrity and kindness. 2. Enabling those employees to understand how their efforts directly affect something they care about. For example, leaders could let workers know how the production of widgets is then used to build products that help the environment. 3. Promoting a positive work environment by displaying kindness, humility and civility. "The companies that convey a sense of meaning and purpose to their workers will win," Wendy Ulrich says. "This is an economic gain, not an emotional gain." Anita Bruzzese is author of "45 Things You Do That Drive Your Boss Crazy ... and How to Avoid Them," www.45things.com. Click here for an index of On the Job columns. Write to her in care of Gannett ContentOne, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a self-addressed, stamped envelope. Guidelines: You share in the USA TODAY community, so please keep your comments smart and civil. Don't attack other readers personally, and keep your language decent. Use the "Report Abuse" button to make a difference. You share in the USA TODAY community, so please keep your comments smart and civil. Don't attack other readers personally, and keep your language decent. Use the "Report Abuse" button to make a difference. Read more