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Neglecting to give employees the opportunity to evaluate one's performance does not allow them to feel like their voice matters to the person directly overseeing their work. Micromanaging employees . Constantly checking the progress of employees can be uncomfortable and prove to be unproductive for both sides.
The presence of Machiavellianism in an organization's employees has been positively correlated with counterproductive workplace behaviour and workplace deviance. [10] The origin of exploitative tactics entering the workplace can be tied to multiple factors, such as distrust towards others, pessimism, survival/self-protection tactics, or even ...
Aggressive acts can take any possible combination of these three dichotomies. For example, failing to deny false rumors about a coworker would be classified as verbal–passive–indirect. Purposely avoiding the presence of a coworker you know is searching for your assistance could be considered physical–passive–direct.
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
The data set contains performance reviews for more than 13,000 employees across two annual review cycles. Because we have two years of data, we can see whether an employee in the Year 1 data set ...
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 ...