She described her day as having been particularly hectic and, at the end of the day sought out my blog for some inspiration and motivation, but that instead it frustrated her. Having been there myself, I could certainly empathize with her.
However, only 32 percent of employees are truly engaged in their work, and we suspect it has something to do with these five 5 manager behaviors that kill engagement: The most basic unspoken agreement in the workplace is the employee does good work, and management recognizes that work with sincerity and compassion, rewarding where appropriate.
Perceiving and expressing emotions; Using emotions; and, Managing emotions. Many researchers believe proficiency in these skills is more important than overall IQ when it comes to individual success.
They micromanage More than half 59 percent of employees have worked for a micromanager.
Of those who have been micromanaged, 68 percent said it decreased morale and 55 percent said it lowered productivity. Micromanagers demotivate employees and create needless paranoia by acting as a controller of behavior instead of a leader of people.
Most micromanagers do so out of a need for control that often has more to do with them than the performance of their employees.
So to all those micromanagers out there: Providing employees the opportunities and support to pursue their passions greatly improves their overall happiness and productivity. Yet many managers still feel the need to force employees to work within a little box, limiting their ambitions.
Like any abusive relationship, they want the employee to believe that there is nowhere else to go and they should give up trying. Furthermore, reducing overhead 57 percent and making technology upgrades 48 percent were more likely to be prioritized over investments in manager training.
The problem is systemic — managers need the same kind of motivation and support from senior leaders as they give to employees for the whole feedback mechanism to work properly. All too often organizations promote employees to management without the proper preparation and tools to succeed, and leave them to their own devices.
With a little thought and preparation, we can all learn to be better leaders of people.EXECUTIVE SUMMARY. As co-chairs of the Equal Employment Opportunity Commission's Select Task Force on the Study of Harassment in the Workplace ("Select Task Force"), we have spent the last 18 months examining the myriad and complex issues associated with harassment in the workplace.
A friend of mine who is the head HR for a multi-location 3,+ employee company gave me some feedback on my July 14th blog concerning the power of knowledge as . Jim Hemmer has more than 25 years of experience in the high-tech and communications industries, and has been a senior executive at companies in all stages of development from early stage to Fortune yunusemremert.com From the PepsiCo Annual Report P.
18 “If we are unable to hire or retain key employees or a highly skilled and diverse workforce, it could have a negative impact on our business.
KSAOs needed to navigate the org. and accomplish HR goals, create a compelling vision and mission for HR that aligns with strategic direction and culture of org., to lead and promote org. change, to manage the implementation and execution of HR initiatives and to promote the role of HR as a key business partner.
During the recession, many American executives dealt with the problem of declining revenues by terminating large numbers of employees and, then, giving themselves big raises as rewards for their skill in reducing labor costs.