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The significance of work experience as a predictor of job performance is debatable [18] as experience correlates with performance for people with 0–3 years’ experience, but the correlation is attenuating to just 0.15 at 12+ years of experience. This suggests that experience doesn't increase performance after any more than a few years ...
For example, past corporate scandals, such as those at Enron and Sears, illustrate how unrealistic performance targets pressured employees into fraudulent activities and unethical sales practices. Furthermore, the study suggests that goal fixation can narrow employees' focus, causing them to neglect broader ethical considerations and long-term ...
Unfair business practices (also Unfair Commercial Practices) describes a set of practices by businesses which are considered unfair, and which may be unlawful. It includes practices which are covered by other areas of law, such as fraud , misrepresentation , and oppressive or unconscionable contract terms.
For example, if a firm makes redundant half of the workers, an employee may feel a sense of injustice with a resulting change in attitude and a drop in productivity. Justice or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law.
The company says the technology could help it boost worker productivity by generating performance metrics for each employee based on cashier area sounds, such as checkout scanner beeps, and even conversations. [144] It would not say whether it plans to actually implement the multi-sensor system. [145]
Counterproductive work behavior is the act that employees have against the organizations that do harm or violate the work production. Some examples of Counterproductive work behavior would include passive actions such as not working to meet date line or faking incompetence. [2] Even people do not recognize this behavior, it seems normal to them.
Workplace harassment is belittling or threatening behavior directed at an individual worker or a group of workers. [1] Workplace harassment has gained interest among practitioners and researchers as it is becoming one of the most sensitive areas of effective workplace management.
Workplace deviance, in group psychology, may be described as the deliberate (or intentional) desire to cause harm to an organization – more specifically, a workplace. The concept has become an instrumental component in the field of organizational communication .