By Bruce L. Katcher
Do staff hate their managers? Many do, says this research-based ebook, which describes 30 purposes for worker attitudes starting from indifference to outright hatred of administration. one of the purposes, those staff say: they don't seem to be taken care of like adults, with appreciate for his or her contributions; managers do not take heed to them; senior managers are incompetent and run the corporate poorly; their pay isn't really associated with their activity functionality and sometimes it is unfair; they lack enough assets and coaching to do their jobs good; they do not belief details they obtain from administration; they get inadequate suggestions on their paintings functionality; they've got such heavy workloads and rigid schedules that they can not discover a sturdy stability of labor and private life.The writer deals ideas, not only a litany of difficulties. He additionally describes a number of the underlying mental purposes for worker discontent (for instance, fairness conception, and is the reason why humans react as they do to perceived unfairness). the fabric is predicated on Katcher's proprietary learn in sixty five organisations and surveys of greater than 50,000 staff. it's also many stories/examples.
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Additional resources for 30 Reasons Employees Hate Their Managers: What Your People May Be Thinking and What You Can Do About It
Use the technique made famous by the actor Peter Falk in the role of the seemingly bumbling, but actually cagy detective, Lieutenant Columbo. ’’ • Avoid threatening questions. ’’ will restrict the type of responses you receive. • Be an active listener. Be psychologically engaged when listening to employees. Techniques like maintaining eye contact, nodding your head at the appropriate times, and saying things like ‘‘I see’’ and ‘‘uh-huh’’ in response to their words can go a long way toward assuring employees that you are listening and value what they have to say.
16245$ $CH5 01-08-07 15:19:31 PS PAGE 36 There are different rules for different people. 37 It is perfectly appropriate, for example, for superior performers to receive special beneﬁts, increased pay, and more ﬂexibility. It also makes sense for there to be different work rules for workers with different job responsibilities. Some jobs require precise start and stop times whereas others do not. Receptionists, for example, need to be in the front lobby during normal working hours, while sales personnel often must attend networking meetings during the evenings and weekends.
All employees should be treated fairly but not exactly the same. Carefully explain to your employees that organizations are meritocracies, not socialistic states. They should know that good performers will be treated differently from poor performers, that those with higher levels of responsibility will be treated differently from those with less respon- ................. 16245$ $CH5 01-08-07 15:19:34 PS PAGE 39 40 E m p l o y e e s A r e Tr e a t e d L i k e C h i l d r e n sibility, and that those who have special needs will be treated differently from those who do not.
30 Reasons Employees Hate Their Managers: What Your People May Be Thinking and What You Can Do About It by Bruce L. Katcher