Search results
Results from the WOW.Com Content Network
Workplace harassment is belittling or threatening behavior directed at an individual worker or a group of workers. [1]Workplace harassment has gained interest among practitioners and researchers as it is becoming one of the most sensitive areas of effective workplace management.
Common examples of workplace aggression include gossiping, bullying, intimidation, sabotage, sexual harassment, and physical violence. [5] These behaviors can have serious consequences, including reduced productivity, increased stress, and decreased morale. Workplace aggression can be classified as either active or passive.
Some whistleblowers speak of overwhelming and persistent distress, drug and alcohol problems, paranoid behavior at work, acute anxiety, nightmares, flashbacks, and intrusive thoughts. [56] This fear may indeed be justified because an individual who feels threatened by whistleblowing may plan the career destruction of the "complainant" by ...
Take Fred, for example. Fred is the guy who asks you to "help" him with a big presentation (aka, you do the whole thing). But when Fred is congratulated on a job well done, he takes full credit ...
Counterproductive work behavior is the act that employees have against the organizations that do harm or violate the work production. Some examples of Counterproductive work behavior would include passive actions such as not working to meet date line or faking incompetence. [2] Even people do not recognize this behavior, it seems normal to them ...
Work etiquette is a code that governs the expectations of social behavior in a workplace. This code is put in place to "respect and protect time, people, and processes." [1] There is no universal agreement about a standard work etiquette, which may vary from one environment to another. Work etiquette includes a wide range of aspects such as ...
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [ 1 ] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
importance of these preferences to health behaviors, a recent meta-analysis of reinforcement contingency management (in which people are paid for improving health behaviors) found that the single most important determinant of effect size was whether behavior-contingent rewards