Workplace Negativity
A Study of Managing Workplace Negativity
ORIENTATION TO TOPIC
People with negative emotions have a much greater chance of experiencing negative stress and are more likely to experience dissatisfaction with their lives and jobs.1 Some people appear to be born with a genetic predisposition toward negativity while others appear to become negative as a result of their environment. There are those who agree that one’s personality is a combination of genetic make-up and life experiences.2 People who chronically express negative thoughts, feelings, and behaviors increase the likelihood of engaging in destructive actions.
Workplace negativity is rapidly “emerging as a disease of the 21st century corporation,” and like any other chronic illness, it could undermine corporate operations and cripple long-term growth.3 Negativity is also a problem that can be the deciding factor between success and failure for both managers and organizations. According to the Bureau of Labor Statistics, U.S. companies lose around $3 billion a year due to the effects of negative attitudes and behaviors.
PURPOSE OF STUDY
The purpose of this study is to determine the causes of negativity and the effect it has on managers, individuals, and the workplace environment. The study will reveal important factors managers feel are eminent in dealing with pervasive individuals and team negativity. A discussion will identify tips that management, as well as, employees can use to eliminate and prevent negativity in the organization.
Employees with negative attitudes expect the worst to happen. They tend to complain a lot, resist change and new ideas. They are not motivated and can cause an unproductive environment. Companies lose money because of increased customer complaints and error rates, elevated employee turnover and absences, and reduced morale, motivation, loyalty and creativity.4 Much of the problem comes from, but are not limited to, workers who lack confidence in their skills, who feel powerless
ORIENTATION TO TOPIC
People with negative emotions have a much greater chance of experiencing negative stress and are more likely to experience dissatisfaction with their lives and jobs.1 Some people appear to be born with a genetic predisposition toward negativity while others appear to become negative as a result of their environment. There are those who agree that one’s personality is a combination of genetic make-up and life experiences.2 People who chronically express negative thoughts, feelings, and behaviors increase the likelihood of engaging in destructive actions.
Workplace negativity is rapidly “emerging as a disease of the 21st century corporation,” and like any other chronic illness, it could undermine corporate operations and cripple long-term growth.3 Negativity is also a problem that can be the deciding factor between success and failure for both managers and organizations. According to the Bureau of Labor Statistics, U.S. companies lose around $3 billion a year due to the effects of negative attitudes and behaviors.
PURPOSE OF STUDY
The purpose of this study is to determine the causes of negativity and the effect it has on managers, individuals, and the workplace environment. The study will reveal important factors managers feel are eminent in dealing with pervasive individuals and team negativity. A discussion will identify tips that management, as well as, employees can use to eliminate and prevent negativity in the organization.
Employees with negative attitudes expect the worst to happen. They tend to complain a lot, resist change and new ideas. They are not motivated and can cause an unproductive environment. Companies lose money because of increased customer complaints and error rates, elevated employee turnover and absences, and reduced morale, motivation, loyalty and creativity.4 Much of the problem comes from, but are not limited to, workers who lack confidence in their skills, who feel powerless
Bibliography: 10. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 16 11. Ibid 12. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 18 13. Ibid 14. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 96 15. Topchik, Gary S 18. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 117 19. Topchik, Gary S 22. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 38 23. Martin, William T 24. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 63 25. Martin, William T 26. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 71 27. Ibid 28. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 105 29. Ibid 30. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 87 31. Martin, William T 32. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 129 33. Ibid 36. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 137 37. Ibid 38. Martin, William T. Problem Employees and Their Personalities. New York: Martin, 1989, 138 39. About 42. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 145 43. Topchik, Gary S 46. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 98 47. Topchik, Gary S 48. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 125 49. Topchik, Gary S 50. Topchik, Gary S. Managing Workplace Negativity. New York: Amacom, 2001, 143 51. Ibid