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Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [ 1 ] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
Toxic workplaces are created by the actions of toxic employers or employees; that is, individuals who are motivated by personal gain, whether driven by power, money, fame, or special status, utilize unethical means or behaviors to psychologically manipulate, belittle, or frustrate those around them, or divert attention away from their personal inadequate performance or misdeeds.
Workplace bullying is a persistent pattern of mistreatment from others in the workplace that causes physical and/or emotional harm. It includes verbal, nonverbal, psychological, and physical abuse, as well as humiliation.
Getting distracted at work or while doing any task is a common occurrence these days. And many common habits, such as multitasking and procrastinating, could be costing you money. Check Out: I Work...
Last udpated 11/09 CareerBuilder.com writer Have you ever found that the people most guilty of unruly behavior at work are also the ones who are most oblivious to their behavior? Take Fred, for ...
A bullshit job or pseudowork [1] is meaningless or unnecessary wage labour which the worker is obliged to pretend to have a purpose. [2] The concept was coined by anthropologist David Graeber in a 2013 essay in Strike Magazine, On the Phenomenon of Bullshit Jobs, and elaborated upon in his 2018 book Bullshit Jobs.
An erosion gully in Australia caused by rabbits, an unintended consequence of their introduction as game animals. In the social sciences, unintended consequences (sometimes unanticipated consequences or unforeseen consequences, more colloquially called knock-on effects) are outcomes of a purposeful action that are not intended or foreseen.
The absence of such a behavior is difficult to study than more overt and obvious behavior (Johannesen, 1974). This act has many implications for employee and organizational performance. Non-verbal behavior should be addressed as well in future studies of employee silence.