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With this, there needs to be a list of consequences. Second being that the roles of employees need to be clarified. Other examples in her article include: Stopping gossip before it makes its rounds, confronting employees about changes at work yourself instead of having a rumor mill, report drama if there is a regular instigator.
Salanova, Agut and Peiró (2005) found a positive relationship between organization resources, work engagement and performance among employees, working in Spanish restaurants and hotels. [42] There are several possible reasons why engaged employees show higher performance than non-engaged employees: [43] They often experience positive emotions;
From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization. [25] Employee engagement can be measured through employee pulse surveys, detailed employee satisfaction surveys, direct feedback, group discussions and even exit interviews of employees leaving the organization. [28]
Greenbaum and colleagues found that some employees tend to focus on a bottom-line outcome, which may be related to their tendency to engage in social undermining behavior. [2] Employees with a bottom line mentality (BLM) tend to focus on only the bottom line, and to neglect other outcomes of their actions, including interpersonal consequences.
Personal resources, such as status, social support, money, or shelter, may reduce or prevent an employee's emotional exhaustion. According to the Conservation of Resources theory (COR), people strive to obtain, retain and protect their personal resources, either instrumental (for example, money or shelter), social (such as social support or status), or psychological (for example, self-esteem ...
Workplace incivility has been defined as low-intensity deviant behavior with ambiguous intent to harm the target. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others. [1] The authors hypothesize there is an "incivility spiral" in the workplace made worse by "asymmetric global interaction". [1]
An alternative motivation theory to Maslow's hierarchy of needs is the motivator-hygiene (Herzberg's) theory. While Maslow's hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employee's satisfaction, Herzberg's findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee turnover.
Employee silence is also considered a deviant behavior in the workplace, falling into the realms of both interpersonal and organizational deviance. Silence becomes employee deviance when "an employee intentionally or unintentionally withholds any kind of information that might be useful to the organization". [ 9 ]