Ugly Employees Are Targets of Abuse at Work

Posted on 2013/09/302014/01/16 by Jason Hensel

Looks shouldn’t matter, but they do, especially in the workplace. That’s the conclusion two researchers came to in a study about counterproductive work behavior (CWB), defined as “behavior intended to hurt the organization or other members of the organization.” They wanted to know why particular employees are targets of abuse.

“Over the years, much attention has been devoted to understanding CWB and its related concepts,” wrote Brent A. Scott and Timothy A. Judge in “Beauty, Personality, and Affect as Antecedents of Counterproductive Work Behavior Receipt.” “We tested a model that positioned CWB receipt as a function of employees’ personality (neuroticism, agreeableness), their appearance (physical attractiveness) and the negative emotions felt toward those employees by their coworkers.”

Two studies showed that disagreeable and physically unattractive employees received more abuse from their coworkers, coworker negative emotion felt toward employees was associated with CWB receipt, and the relationship between employee agreeableness and CWB receipt was due, in part, to coworker negative emotion, the authors write.

“For managers, knowing who the targets of harmful behaviors such as CWB are likely to be may help them to monitor susceptible employees to prevent them from becoming victims or to provide counseling and social support if prevention attempts fail,” Scott and Judge wrote. “For employees, although it is difficult to alter one’s physical attractiveness and, presumably, one’s level of agreeableness, employees should realize that, whether fair or unfair, appearances and personality matter in the workplace.”

(Image via Flickr: Lin Pernille Kristensen/Creative Commons)

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Do You Know What’s Expected of You at Work?

Posted on 2013/02/252013/02/26 by Jason Hensel

A new study from Florida State University shows that less than 20 percent of employees feel certain they know what is expected of them at work. The majority of respondents reported different levels of accountability, anywhere from “some” to “complete” ambiguity.

Assessing more than 750 blue- and white-collar workers in a variety of jobs, the researchers asked first how many employees don’t know what they’re accountable for, and second, what work was like for those who knew what was expected of them compared to those who didn’t. There were considerable differences between those who knew and those who didn’t.

For example, employees uncertain of work expectations reported:

60 percent higher levels of mistrust with leadership as it relates to communication.
50 percent higher levels of overall work frustration.
45 percent less control regarding the best way to complete their work.
40 percent higher levels of work overload.
35 percent fewer work accomplishments to the organization.
33 percent less social and resource support from one’s immediate supervisor.
33 percent greater likelihood of searching for a new job within the next year.
25 percent more job neglect (slacking off, slowing down).

“When employees aren’t sure what’s expected of them, the results simply just cannot be positive, especially when the complexity of work and the pace of change is taken into consideration,” said research associate Allison Batterton.

The reason workers don’t understand what’s expected of them is because of management’s failure to be forthcoming and proactive with communication, most employees say.

“It seems the more that communication is needed, the less likely it is provided — no wonder so many employees feel completely lost at work these days,” said Wayne Hochwarter, the Jim Moran Professor of Business Administration in Florida State University’s College of Business.

The researchers offered four tips to deal with accountability issues:

Set up a formal communication system using the most current and user-friendly technology, and make sure all employees are able to use it effectively.
Make employee accountability part of both the supervisor’s and employee’s performance evaluation.
Develop informal accountability networks (i.e., buddy system) that allow employees real-time access to information needed to effectively focus attention on tasks considered most important for that particular day (or hour).
Make accountability proactive rather than reactive.

“Most employees want to do a good job and contribute to their organization,” Hochwarter said. “Perhaps it’s overly simplistic, but this can only take place when employees know what’s expected. Sadly, many do not, and the situation appears to be getting worse rather than better.”

Do you know what’s expected of you at work?

(Story materials from Florida State University/Barbara Ash. Image via Flickr: DailyM/Creative Commons.)

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Adaptability Linked to Staff Retention

Posted on 2013/02/222013/02/22 by Jason Hensel

Interests change over the course of a career. What you’re passionate about now, you may hate a year later. This change of focus shouldn’t be viewed negatively, though. It’s actually a sign of adaptability, and it should be considered in job evaluations, according to a study from the University of Toronto’s Rotman School of Management and published in Human Performance.

The study looked at statistics from professional basketball players for its data and conclusions.

Researchers assessed data on more than 700 members of the NBA to see how players shifted their focus on different on-court skills and tasks over several years. A player displaying high performance scoring baskets in one season might show a shift in focus towards rebounding missed shots in another season. That could be because they were responding to a shift in their team’s needs and/or a change in their coach’s instructions.

Researchers found that about 10 percent of players refocused their efforts over time and were more likely to play again for the league in the next season. The findings support the idea that refocusing among job tasks is an important component of employee adaptability and should be a part of overall performance assessments. As well, they suggest that adaptability is linked to staff retention.

“Our paper is drawing attention to the measurement of performance, that refocusing is something that’s important in the workplace, exists in the workplace, and for organizations to think about it as part of the job, ” said Maria Rotundo, a professor at the Rotman School.

Rotundo is aware of the differences between sports and workplaces.

But “there are parallels,” too, she says, including the fact that NBA athletes are focused on a goal and must work together as a team to achieve it as they confront the different opponents. In the same way, employees in a company must work together to face market competitors and achieve their company’s goals. And just like basketball players who go through changes in their team’s make-up, many workplace staff must adapt to changes brought on by restructuring or the adoption of new technologies, requiring a refocus in their job’s tasks.

How easily do you adapt to changes in the workplace? Does your focus change year over year?

(Story materials from University of Toronto’s Rotman School of Management. Image via Flickr: Keith Allison / Creative Commons.)

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Mediocre Managers Damage Staff Engagement

Posted on 2013/02/152013/02/16 by Jason Hensel

Imagine a Michael Scott (or if you like, David Brent) type of boss. Some of you may prefer him. Others may feel he’s a bit much. But would you rather work under his personality or a boss whose personality is mediocre?

According to new research from Kingston University in London, England, mediocre managers are just as bad as the Michael Scotts of the world.

A survey of 500 employees and 120 managers found that not owning up to mistakes, relaying stress, and telling rather than consulting with staff were some of the most harmful actions of mediocre managers. The researchers found that these types of behaviors eroded staff motivation and well-being.

“Many people will at some time in their working lives have been managed by someone whose over-the-top behavior [such as] telling offensive jokes and cultivating ‘teachers’ pets’ highlighted a lack of self-awareness and a major inability to manage people,” said Dr. Rachel Lewis, a lecturer at Kingston Business School. “However, our findings demonstrate that it’s actually the less obvious, mediocre managers who too often ‘fly under the radar’ in organizations, that may inadvertently cause stress and could actually be just as damaging to staff engagement over time.”

The research shows that, in order to get the best out of employees, managers should

Handle pressure with calmness
Take responsibility when things go wrong
Get to know staff as individuals
Be invested in an employee’s career development
Ask employees if they are OK

“The aim of this research is to support human resources departments, employers and managers by providing a behavioral framework that identifies what managers need to do in order to create long-lasting employee effectiveness,” Lewis said. “The framework can be used to support managers in developing the core people management skills to enable them to get their teams motivated and working at a consistently high level.”

(Story materials from Kingston University.)

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Are You a But Leader?

Posted on 2013/01/212013/01/23 by Jason Hensel

The first rule of improv is “yes and.” There are other rules, or rather guidelines, however “yes and” is the one and only rule that truly matters. Without agreeing to the reality presented to you, progress trips over itself, and you and your co-performer are left staring at each other.

Much like improv performers, company leaders and managers should learn the “yes and” rule and stick it in their hearts. I’m flabbergasted at the number of times over the years I’ve experienced a “yes but” manager. Maybe there’s a “yes but” class at MBA schools, or maybe mentors train managers in the art of “yes but.”

Stop the “yes but” cycle of abuse, I say!

No one likes to have an idea agreed to with conditions. When you do that, you stop progress. The employee starts immediately placing restrictions on ideas. It’s more fruitful to agree and add to the proposal.

Of the following examples, tell me which is better:

Employee: “I plan to recycle all the aluminum cans in the break room.”
Manager: “Great, but that’s a lot of cans and you’ll have to do it all yourself.”

Employee: “I plan to recycle all the aluminum cans in the break room.”
Manager: “Great, and I know a place you can take them that offers the most money.”

If you’re truly a leader, or want to be one, you’ll see the benefit of contributing to an idea and moving forward rather than holding back and letting fear, doubt, or pessimism dictate your decisions.

The great improv teacher Del Close once said to “follow the fear.” What he meant by that is you should go toward what makes you uncomfortable, do things that scare you. For a lot of leaders, agreeing to an idea wholeheartedly scares the snot out of them. That’s exactly what they should do, though. Agreement isn’t the endgame, however. You have to add to the conversation, move it forward.

Do me a favor. This week, with everyone you interact with, make “yes and” a part of every conversation. It will seem uncomfortable and forced at first. Over time, though, it will become instinctual. After the week is over, reflect and let me know if you feel happier with your decisions and that life is moving forward.

If you’re creating an atmosphere of agreement, I can guarantee that your employees will agree to follow you. If you’re a but leader, though, employees will find any excuse to counter your decisions. Don’t be a “yes but” leader. Be a “yes and” leader.

(Image via Flickr: visualpun.ch / Creative Commons)

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Five Ways to Have Happy Employees

Posted on 2013/01/152013/01/15 by Jason Hensel

Fast Company recently published an article by Lydia Dishman titled “The Secrets of America’s Happiest Companies.” Dishman covers a lot of ground about the ways different companies keep employees happy. For those that like bullet lists, though, she broke it down to five good best practices.

Variety: Happy employees experience different roles within the company, which can create a feeling of improvement.
Meaning: Employees want to feel like they’re making a difference in the world, or at least for their company.
Praise: Employees like regular praise and public acknowledgement for a great job.
Individual: A people-first policy will go a long way in keeping employees happy. No more widget makers. They want recognition as humans.
Integration: The term “work-life balance” is no longer applicable in the 21st century. Focus on how to reasonably integrate work and life within an employee’s daily activities.

Check out the full article for more about how to keep employees happy, and let me know in the comments what makes you happy at work.

(Image via Flickr: Dice.com / Creative Commons)

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Why Employee Empowerment is Important in the Workplace

Posted on 2012/11/26 by Jason Hensel

I’ve always said I’m at my most productive and innovative at work when I’m given autonomy. That feeling of empowerment and trust from management motivates me to help the company succeed because it’s all on my shoulders.

Now there is some research from the University of Illinois that shows autonomy plays a major role in increasing “employee commitment to continuous improvement initiatives.”

“Continuous improvement initiatives are typically bundled with employee empowerment techniques,” said Gopesh Anand, a business professor at Illinois. “We always hear, ‘If you empower employees, they will take care of the improvements.’ But what happens repeatedly is that this employee empowerment is management-driven, and it does not work.”

“It’s a paradox–employee empowerment being forced upon employees by management,” said Dilip Chhajed, a business professor at Illinois and director of the technology management program in the College of Business. “What usually ends up happening is that employees feel they are being forced into doing something that they may not even see as being very useful.”

The research offers three points on how to enhance employee commitment to improvement at work.

The day-to-day work environment needs to be perceived by employees as autonomous.
As continuous improvement involves making changes to the very practices that frontline employees use in their day-to-day work, trust in leadership is critical.
A higher degree of trust in leadership further leads to proactive behaviors by frontline employees, encouraging them to use the autonomy in their day-to-day jobs to seek out and make systematic improvements to work practices.

“Many times, employees end up working on continuous improvement projects simply because the CEO is telling them to participate in the initiative,” Anand said. “But they aren’t really sold on this idea of making an effort to improve their workplace and work practices.”

“Workers need to have a sense of control over their work environment,” said Luis Delfin, a graduate student who co-wrote the research. “They need to be able to decide how and what to do in their day-to-day work. And that’s actually what motivates them to improve. Their buy-in becomes even stronger when leadership provides them the support to do this.”

However, employees shouldn’t think of improvements as extra work.

“Employees can’t think of it as, ‘This is something being brought down upon us by upper management,’ ” Anand said. “If they do, it becomes extra work that they’re not compensated for.”

“The big one for employees is, ‘What’s in it for me?’ ” Chhajed said. “Management is trying to make things more efficient, so what does that mean for my job, my work hours? That’s why employees need to trust that management is looking out for their best interests. If they don’t have that trust, then even autonomy is not going to help as much. Trust is huge, because you don’t want the perception that management is coercing employees to do this.”

Also, management shouldn’t be the main instigator of change.

“There should be some top-down direction in terms of where the initiative should go and what are we in business for,” Anand said. “But there needs to be balance between the top-down goals and the bottom-up improvements.

“It’s like building a bridge from both sides,” Delfin said. “Upper management usually has the vision, but at the same time they’re not the experts on how things get done on the ground. So you need to have frontline employees who have some freedom because you are trying to get all of this to meet in the middle. That means that the leaders in management need to act more like coaches, and less like dictators. You need a cooperative environment where leaders are guiding and coaching, and employees are participating.”

Are you given a lot of autonomy at your job? Or does management dictate your every move and decision?

(Story materials from the University of Illinois. Image via Flickr: Ryan / Creative Commons.)

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Employees Are Your Best Customers

Posted on 2012/04/132012/04/13 by Jason Hensel

At every job I’ve had, I’ve heard phrases such as “the customer is always right,” or “think of the value to the customer.” While those sentiments are good, I never hear anything about a product or decision being valuable to an employee. It’s as if business leaders are too focused on keeping customers happy that they forget about employees. And that’s crazy, because employees are your best customers.

The main reason a business treats its customers well is because they will be happy and spread the word to their friends and family about how great the business is. Couldn’t the same be said for your employees? Treat them well, contribute to their happiness, and they’ll extend that feeling in dealing with customers.

It makes so much sense that I’m confused as to why it’s not addressed more. If you’re leader, please do everyone a favor and the next time you want to ask something like “What is the customer value?” please pause and actually ask “What is the value for the customer and the employee?” Running a successful business is a two-way street, and more often than not most leaders have a one-track mind.

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