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Participative decision-making (PDM) is the extent to which employers allow or encourage employees to share or participate in organizational decision-making. [1] According to Cotton et al., the format of PDM could be formal or informal. [2]
The ERI model suggests that work marked by high levels of effort and low rewards leads to strain (e.g., psychological symptoms, physical health problems). The rewards of the job can be tangible like pay or intangible like appreciation and fair treatment. Another facet of the model is that overcommitment to the job can fuel imbalance. [14] [10]
The ICD-11 of the World Health Organization (WHO) describes occupational burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed, with symptoms characterized by "feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and reduced professional ...
Therefore, the managerial level and knowledge management should attempt to break the hoarding cycle by creating new models for interaction and knowledge sharing. Also, a friendly and cooperative work environment could potentially reduce knowledge hoarding as counterproductive work behaviour and even contribute to knowledge sharing.
Low-level managers are often called supervisors, but may also be called line managers, office managers, or even foremen. Middle managers include all levels of management between the low level and the top level of the organization. These managers manage the work of low-level managers and may have titles such as department head, project leader ...
Unresolved conflict in the workplace has been linked to miscommunication resulting from confusion or refusal to cooperate, quality problems, missed deadlines or delays, increased stress among employees, reduced creative collaboration and team problem solving, disruption to work flow, knowledge sabotage, [17] [18] decreased customer satisfaction ...
Individuals who received either low or high levels of support from their supervisors for stress management usually viewed the intervention positively. This perception was described in terms of the intervention either compensating for or complementing their work environment, depending on the level of support received. [46]
For example, it has been found that targets of workplace aggression report lower levels of well-being. [19] Other studies have shown that aggression in the workplace can cause the victims of such behaviors to suffer from health problems and displaced aggression - including perpetuating aggression towards random strangers in the street. [ 40 ]