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Positive emotions in the workplace help employees obtain favorable outcomes including achievement, job enrichment and higher quality social context". [2] " Negative emotions, such as fear , anger , stress , hostility , sadness , and guilt , however increase the predictability of workplace deviance ,", [ 3 ] and how the outside world views the ...
The presence of Machiavellianism in an organization's employees has been positively correlated with counterproductive workplace behaviour and workplace deviance. [9] The origin of exploitative tactics entering the workplace can be tied to multiple factors, such as distrust towards others, pessimism, survival/self-protection tactics, or even the ...
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.
The organization faces these demands for change through the men and women who make up its membership, since organizational change ultimately depends on the willingness of employees and others to change their attitudes, behavior, their degree of knowledge and skill, or a combination of these. [30]
Office politics is a major issue in business because the individuals who manipulate their working relationships consume time and resources for their own gain at the expense of the team or company. In addition to this problem, the practice of office politics can have an even more serious effect on major business processes such as strategy ...
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 ]
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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.