MANAGING EMPLOYEE MISBEHAVIOR

Managing employee misbehavior

Table of Contents

Introduction1

Managing Employee Misbehavior2

Discussion & Analyses3

Conclusion10

Managing Employee Misbehavior

Introduction

Managing difficult employees becomes one of the biggest challenges of managers, but they often feel powerless or poorly equipped to do so. These range from interpersonal problems to insubordination through aggression, violence, poor performance, poor attendance or punctuality, drug abuse or lack of integrity. The negative impact of such employees on the organization can take many forms: loss of productivity or efficiency, reduction in product quality and customer service, increased workload for other employees, affecting mental health physical and managers and colleagues and working climate gradient (Aldag & Kuzuhara, 2002).

Triggers of conflict are those that pollute the working environment by the way, always criticize others being unable to see their own shortcomings; question all the decisions, they complain all the time, always looking for culprits among peers when they have committed a error, the department aired problems with others, speak ill of the company to customers, create subgroups on the computer, get up false rumors and negative cliques misrepresenting promote things always go second, treat everyone in the company as the enemy, manipulate the weaker partner to use them against others, always looking for the negative all the victims are made whole, show a lack of solidarity with peers, keep their knowledge or information available to harm fellow , working individually, do not help the newcomers, hiding the achievements of their peers, causing errors in the fellow, show disloyalty to the company, claiming it does not apply, boycott all initiatives are never happy with the task that touches them, they make mistakes pay their classmates, have a bad attitude, continually assert their rights but not enforce any of its obligations, flatly refuse any work or assistance to get out of their normal duties, they generate much discussion, go it alone, are aggressive, do not follow the rules and refuse to do what is asked or not cooperate with others (Bales, 1997).

Walter Otto's study adds other negative characteristics, such as having sexist attitudes, sexual harassment of colleagues, lack of respect for others, mistreating co-workers and clients, be rude, losing his temper easily, meeting boycott bad behavior, make the ball while trying to managers with disregard to their immediate superiors, have a friendly face with the heads and then try to disregard the lower (Batt & Colvin, 2002).

Managing Employee Misbehavior

For a long time, ethics and company have been concepts that have moved in different planes of reality. Ethics has been linked to what each believes is right or wrong. Others defined it as a way of being, of being and acting with the surrounding reality. Or even, as the art of making things right from all possible viewpoints. The company, by contrast, is conceived as an objective entity, being an institution linked to the benefit, and therefore, it requires economic criteria, not moral.

All business and social transformation leads us to note the return of ethical behavior in economic activity. In this sense, it is becoming increasingly clear that companies ...