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People who are very quiet or self-sufficient sometimes forget that their silence may be interpreted as aloofness, indifference or hostility. Take the first step. Greet everyone pleasantly every day. Talk to people even though it may feel a bit awkward at first. To avoid misunderstandings, communicate frequently and openly. Soon others will be communicating freely and openly with you .It is hard to remain gruff when someone is smiling at you!
My supervisor doesn't give me enough direction or feedback.
Tactfully and pleasantly, ask your supervisor to explain the required tasks or supply a written description of them. At an opportune moment, request feedback on your work. Then graciously accept any suggestions for improvement, and comment on how helpful the feedback has been.
Find ways to give yourself frequent feedback. Your self-evaluation might include a daily list of accomplishments or deadlines met.
My skills and abilities are underused.
Look for ways to make your job grow into one that is more challenging. Discuss the organization's goals and objectives with your employer. See if there are ways you can contribute more: offer to assume more responsibility, provide suggestions for improvements, make changes, do something others have neglected. For more ideas, see the tip sheet Job Enrichment Strategies.
My co-worker is very critical of others, including me.
Tackle the situation head on by discussing the problem with your co-worker. Listen to his or her side of the story. If the complaints are justified, discuss how you can work together to change things. If the complaints are not justified, explain why the person's behaviour is a problem it damages morale and therefore reduces team productivity. State clearly and frankly what will happen if the behaviour doesn't stop, and follow through.
I am being hounded and treated unfairly by my supervisor.
Discuss the problem in private with your supervisor as soon as possible. State your feelings openly and frankly. Avoid accusing or getting angry. Listen carefully to what your supervisor has to say. Try to work out a solution that is acceptable to both of you. Then do your best to make sure your actions are in line with your agreement.
If the situation doesn't improve after a few weeks, go to human resources personnel or your supervisor's boss and request a two-way or three-way discussion of the problem. State your case to the best of your ability and listen carefully to the others.
If the problem continues, you can lodge a formal complaint with the Human Rights Commission, formally request transfers, or start job-hunting. Some work situations are just too difficult to tolerate. An on-going negative atmosphere is unhealthy for you, and will destroy your future with the company anyway.
Two of my co-workers dislike each other, and I am caught in the middle.
Stay as neutral as possible. If you side with one or the other, you damage your relationship with one and reduce the productivity of the team. Suggest to each of them that they seek help in solving their working relationship problem, and let them know that you have made the same suggestion to both of them.
My co-workers are mean-spirited and uncooperative.
Examine your own behaviour first. Do your co-workers have good reason to feel jealous or resentful? If so, change your behaviour before you expect them to change. Do your best to be as generous and cooperative with them as you would like them to be with you.
If, after a reasonable time, there is no change in their behaviour, discuss the situation with your supervisor or someone else you trust and respect. Try their suggestions. If your relationship with your co-workers still fails to improve, you may have to ask for a transfer and/or start looking for another job. In your new job, do your best to establish better working relationships from the start.
I am running into a problem I can't handle myself.
Talk to someone you respect who is skilled at handling people. Your working environment is as much your responsibility as anyone else's.
RESOLVING WORKPLACE PROBLEMS
Â Hopefully workplace conflicts will never arise, but if they do, it's important to remember two things:Â workplace conflicts come in all sizes -- and one-size (in this case, the approach) doesn't necessary fit all.
TO TACKLE AND EFFECTIVELY RESOLVE A WORKPLACE PROBLEM, CONSIDER THE FOLLOWING GUIDELINES:
1.Â Â Â Â Â Identify the problem.
Â Â Â Â Â Â Be very specific in identifying theÂ coreÂ of the problem.Â Consider these examples:
A less qualified person got the promotion you desired.
You regularly have to work overtime.
You didn't get the expected pay raise.
A fellow employee is making harassing comments.
You didn't get the office you wanted.
The employer isn't providing an accommodation requested.
A fellow employee never refills the coffee pot after taking the last cup.
2.Â Â Â Â Â Determine the size and scope of the problem.
How serious is the problem?Â How often does the problem occur? Is it a big enough (or frequent enough) problem worth tackling?
3.Â Â Â Â Â Determine the severity of the problem.
How serious or relevant is the problem to the work environment? To you, the individual involved?Â Again, is it important enough and worth tackling?
Â Less serious work-related problems might include minor inconvenience and annoyances in the work environment, such as supplies needed are out, the copy machine wasn't refilled with paper, and so on.Â Often these types of problems can be easily addressed by communicating concerns with the individual involved.Â Sometimes minor inconveniences andÂ annoyances are brushed aside and ignored -- and sometimes should be. Work-related problems considered to be of a more serious nature would include those that pose a risk to health and safety, violate federal or state workplace laws, violate company policies or employee contracts, and so on.
Identify the easiest way to resolve the problem
What specifically, and most simply, would resolve the conflict?Â What's theÂ easiestÂ solution?Â A conversation to share concerns?Â An apology?A meeting?Â Mediation?Â Try to keep it as simple as possible choosing the easiest route first.
As workplace conflicts vary in nature, no one approach may necessarilyÂ work for every situation encountered.Â But, again, whenever possiblestart with the easiest approach first.Â Legal action, if applicable to the particular situation, should be used only as a last resort after all other attempts to solve the problem have been tried first.
5.Â Â Â Â Arrange to meet with your employer.
Â Schedule an appointment to meet with your supervisor.Â In most situations, discussing a problem with your supervisor can usually resolve most conflicts.Â Perhaps there was a misunderstanding, an oversight, or a lack of legal knowledge.Â Often bringing the problem to the employer's attention will help resolve the problem.Â Given the opportunity, most companies will work to address a problem, especially a problem that could involve the company legally.
6.Â Â Â Â Prepare for the meeting with your employer:
To communicate concerns to an employer effectively, the following tips are suggested:
Know the workplace laws.Â Â When applicable, it's wise to become familiar with federal and state employment laws and regulations that apply to the problem at hand.Â Knowing what
the laws say, what they do, and who's covered will enable youÂ to know what your rights are in the workplace.
Research company policies, employee contracts, and employee handbooks.Â Â Â Review your copy of the companyÂ policy manual, employee contract manual, and employeeÂ handbook to become familiar with company policies and/orÂ negotiated contract agreements that relate to the problem.
FIVE PROBLEM EMPLOYEES AND WHAT YOU CAN DO ABOUT THAT
Problem employees inevitably surface in most workplaces and small companies aren't immune. Sometimes, the problems are obvious, such as attendance issues or a failure to deliver results. Other times, a workplace harbours a problem and you might not immediately know the cause, says attorney Lisa Guerin, co-author of Dealing with Problem Employees.
As a busy entrepreneur, you'll need to make sure desired workplace behavior is clarified or reinforced for each new employee. Sometimes you'll need patience if an unproductive employee behavior stems from troubles at home. In other cases, the problems are so undesirable and worrisome, the employer needs to take swift, effective action to stave off a major loss. Here are five types of problem employees and what to do about them.
1. The Poor Fit.Â BibbyGignilliat, 51, chief executive of Parties that Cook in San Francisco, thought she had hired a winner but found her new employee's customer-service skills far from polished. "She kept saying things were 'awesome' and 'totally cool' and she would use 'like' every other word, even after repeated coaching, making a bad impression on customers," Gignilliat says.
Gignilliat's business of hosting parties with cooking classes -- for a corporation's team building exercise or as a fun event at a private home -- requires a sophisticated set of skills to be deployed all at once in the heat of the action. This capacity for deft on-the-job maneuvering is sometimes hard to glean from an initial hour or so interview.
Gignilliat now works with new employees for a three-month probationary period before determining whether she'll hire them permanently. She has also set up an internship policy to try out employees before adding them to her staff.
Employers need to make sure their expectations are clear through written policies and performance reviews, Guerin says.
2. The Disappearing Act.Â Sometimes, problematic behavior crops up in connection with troubles emerging in an employee's personal life. For example, several months after Pac Team America president Eric Zuckerman, 30, gave a new employee time off to recover from injuries in a car accident, she was arriving late to work, leaving early, and sometimes sneaking away at midday for long naps from his Paramus, N.J., merchandise display company. After unsuccessfully trying to discuss the problem with her several times to find solutions to accommodate her, he eventually had to fire her.
Spotty attendance might signal any of a range of issues, from a problem at home or job dissatisfaction, Guerin says. Talk with your employee privately to find out if she has encountered a difficult personal problem or faces a life transition, such as a relationship breakup or an ill parent's turn for the worse, and express sympathy. You might want to refer the worker to an employee assistance program if your health-insurance plan offers one as part of its package, she says. Or you can enlist an EAP provider to create such a program for your business. An EAP provider might offer counselling services by phone for as low as $18 an employee a year. (Check a national directory atÂ eap.sap.com.) To learn more about EAP programs, consult the website of theÂ Employee Assistance Society of North America.
Remember: Employees with a personal or family health issue may be eligible for certain types of leave, depending on the situation and the workplace's state.
If your talk with the employee uncovers an underlying dissatisfaction with your company, consider if he is raising a workplace practice that could bear some improvement. Perhaps the vacation policy hasn't been clearly laid out, and with summer approaching, he is becoming resentful. But if the chat reveals deep-seated dissatisfaction, perhaps the employee needs to consider adjusting his attitude or if the job is a good fit. You may have to remind the employee that chronic and unexplained absences will be treated according to your company's written attendance disciplinary policy.
3. The Scofflaw: Randy Cohen, 46, thought he had hired a new employee who fit the energetic, open culture of his Austin, Texas, ticket brokerage, TicketCity. But soon the employee routinely ignored policy and procedures. Cohen found himself constantly correcting the young salesperson's behavior so that he didn't alienate customers. "He made the company a bunch of money, but he was a pain," says Cohen. Over the past 21 years, Cohen says he's had other employees who've bucked the rules, including drinking on the job.
Cohen now has a policy of "firing fast" when he finds an employee who isn't willing to follow rules. Legally speaking, an employee who engages in reckless behavior, such as driving dangerously or drinking on the job, can leave the employer liable for the actions within the "course and scope of employment." So, if you learn that an employee is behaving in a way that could put others at risk, immediately investigate the situation and impose discipline, if appropriate, Guerin says.
4. The Sour Apple:Â Negative employees who bad-mouth the company and its leadership to fellow employees and even customers can disrupt morale. Cohen found one in his ranks after learning about the naysayer from other employees. Eventually the person left the company, but he says he wouldn't be as tolerant again. "Someone like that can really hurt morale," he says.
Guerin suggests a frank discussion with negative employees. Avoid discussing personal characteristics, such as "you're irresponsible and negative." Instead, state the problem and then explain why it has to change. For example, "You complain about customers and work responsibilities. This is hurtful to customer relationships and morale and needs to stop. If you have a problem with your job or co-workers, follow our resolution policy for these issues."
Discontented employees who bad-mouth the company and its leadership to fellow employees and even customers can take a toll. Any small company might, as part of its growing pains, have a slipup that's more apparent to workers inside the company than outsiders. But excessive public grousing by an employee needs to be stopped.
5. The Filcher:Â Regardless of their diligence in pre-hire screening, employers occasionally discover illegal activity by their employees. Vonda White, 46, recalls having an unsettling feeling about an employee at her Tarpon Springs, Fla., insurance-brokerage firm Collegiate Risk Management. He demonstrated a negative attitude and seemed distant in his day-to-day dealings with her. Eventually she discovered he had copied the company's database and was trying to help a friend launch a competing company, White says.
Whether there is an increase in shrinkage, the cash drawer doesn't add up, or an employee is stealing valuable information, theft can threaten your company's bottom line. Approach employee theft cases as whodunits -- the evidence points to a problem but the culprit needs to be found, Guerin says. You may need to supervise employees more closely or install security systems to prevent theft. White installed software that prevents employees from copying large or multiple files. "Depending on the size of the theft, it might make sense to talk to a lawyer or loss management specialist to decide on a strategy," Guerin says.
As a general rule, direct, clear communication is the key to dealing with most employee problems, says Guerin. Once you discover a problem, it's critical to take action instead of letting it fester and get worse.
THE MAJOR PROBLEMS FACED BY EMPLOYEES OF AN ORGANIATION, which are highlighted in my research of websites are:
Lack of motivation
According to Likert,"motivation is the core of management". It is an important function which every manager performs for enthusing people to work for the accomplishment of organisational objectives. Issuance of well conceived instructions and orders does not mean that they will be followed. A manager has to make appropriate use of motivation to enthuse employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gainigna determination to see that it is executed efficiently and effectively. Motivation os an important factor to be considered while working in an organisation since
Workforce will be better atisfies if management provides them with opportunities to fulfil their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goal of the enterprise.
Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organisation. This will also result in increased productivity.
The rates of labour turnover and absenteeism among the workers will be low.
The number of complaints and grievances will come down. Accident rate will also be low.
Superior subordinate relationship
Authority and responsibility:
Authority denotes the power and rights entrusted to make possible for performance of the work delegated. Authority include such rights or powers as those of spending amounts of money, of using certain kinds of materials, of hiring and firing people. It may involve the right to decide or act. However, authority often falls short of decision and action and may be limited to the power to advise, consult and provide service. The term responsibility is used in a number of senses depending upon the context. It may refer to duty or activity assigned. However, if the term is used with reference to the internal working of an organisation, it really means the obligation of a subordinate to perform the duty assigned to him. Responsibility of an executive is the obligation to carry out assigned activities to the best of his abilities.
Difference of culture
Difference of culture is managed by management of diversity. It means establishing anheterogeneous work force to perform to its potential in an equitable work environment when no member has an advantage or a disadvantage. The phrase 'managing diversity' is used as a broad umbrella term to refr to management practices intended to improve the effectiveness with which organisations utilise the diverse range of available human resources. Programs designed to actively manage diversity recognise recognize that diversity can have many consequences, including some that are positive and some that are negative.
Conflicts among employees.
Conflicts occur at various levels within the individuals between the individuals in a group and between the group. They may have important implications on the work and effectiveness of the persons and group involved. The nature and intensity of conflict varies from individuals to individual, and from group to group and it may put a manager in a very difficult situation. A manager often experiences his most uncomfortable moments when he has to deal with conflicts or differences among people or groups of people at work. Presence of conflicts complicates his job in so many ways. Therefore, it is of great importance that the manager should understand the conflict fully and try to handle it effectively.