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Employees who perceived that their organization would punish workplace aggressors reported less workplace aggression even when their perceptions of interpersonal justice were high. [22] Neuman and Baron also suggest using organizational policies to curb workplace aggression and to shape strong anti-aggressive organizational norms.
The consequences of emotional states in the workplace, both behaviors and attitudes, have substantial significance for individuals, groups, and society". [1] "Positive emotions in the workplace help employees obtain favorable outcomes including achievement, job enrichment and higher quality social context". [2] "
Too many employees dislike their jobs and view them as "have to" instead of "get to," according to Roxanne Emmerich in her new book, Thank God It's Monday: How to Create a Workplace You and Your ...
[72] [73] Two-thirds of the interviewed employees in this investigation declared they deemed the best way they found to deal with the workplace's bad behaviors was "not to get involved", as they "feared retaliation if they did intervene or report the problems." [74] [75] [76]
CareerBuilder.com If your job involves dealing with other people, conflict is inevitable. Managers report spending 24 to 60 percent of their time dealing with employee disputes. And a study by the ...
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Bolin, A. and Heatherly, L . ( 2001). Predictors of Employee Deviance: The Relationship between Bad Attitudes and Bad Behaviors." Journal of Business and Psychology, 15(3), pg 405. Chiu. S and Peng, J. (2008) "The relationship between psychological contract breach and employee deviance: The moderating role of hostile attributional style."
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