By Bruce L. Katcher
Do staff hate their managers? Many do, says this research-based e-book, which describes 30 purposes for worker attitudes starting from indifference to outright hatred of administration. one of the purposes, those staff say: they aren't taken care of like adults, with recognize for his or her contributions; managers do not hearken to them; senior managers are incompetent and run the corporate poorly; their pay is not associated with their activity functionality and infrequently it really is unfair; they lack adequate assets and coaching to do their jobs good; they do not belief info they obtain from administration; they get inadequate suggestions on their paintings functionality; they've got such heavy workloads and rigid schedules that they cannot discover a sturdy stability of labor and private life.The writer deals suggestions, not only a litany of difficulties. He additionally describes many of the underlying mental purposes for worker discontent (for instance, fairness thought, and is the reason why humans react as they do to perceived unfairness). the cloth is predicated on Katcher's proprietary examine in sixty five agencies and surveys of greater than 50,000 staff. additionally it is many stories/examples.
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Additional info for 30 Reasons Employees Hate Their Managers: What Your People May Be Thinking and What You Can Do About It
One way to increase the amount of positive reinforcement that occurs in an organization is to reinforce the reinforcer. In other words, senior management should periodically reinforce supervisors when they provide positive feedback to their direct reports. 7. Senior management must serve as role models. Positive reinforcement needs to start at the top. Senior management can set the tone by appropriately praising and recognizing their direct reports. Doing so on a consistent basis will eventually spread the process throughout the organization.
P. G. Zimbardo and G. org. 3. com/social_stud ies/psychology/. 16245$ $CH1 01-08-07 15:19:21 PS PAGE 15 This page intentionally left blank ................. 16245$ PRT5 01-08-07 15:19:03 PS PAGE 166 à Forty percent of employees say they don’t have the decision-making authority they need to do their jobs well, and 63 percent believe that decisions in their company are usually not made at the appropriate level. I know how to do my job. Why can’t they just let me do it? R ick is a competent and experienced human resources professional who has been with the organization many years.
A lack of openness has negative consequences for both employers and employees. When employees don’t feel free to speak up: • Good ideas don’t surface. • Important problems go undetected. • Vital information is not shared with others in the organization who need to know. • Groups make faulty decisions because individuals are afraid to disagree. • Valuable time is wasted at unproductive meetings. • Relationships between managers and employees deteriorate. • Motivation declines because employees view their work as no longer worth their full commitment.