Jerks at Work: Yes, You Really Do Get What You Pay For

by Derek Irvine 你的周围有没有一些这样的员工呢？他们工作业绩一般，道德素质水平更是一般，经常犯一些不该犯的错误，那么，如何使这类人群也能 在其位，谋其政 呢？也许本文将会给您带来一些启发。

Just last week I wrote about bullies in the workplace, saying the only thing you can do with bullies is to exit them from the organization. If your goal is to create a culture of recognition and appreciation in your organization, there is simply no room for those who believe bullying tactics work. Bullies are culture killers and must be exited. Full stop . But what about jerks? There s two sides to the jerks at work story. First up, a limited study showing that working with jerks can cause early death. Then The Wall Street Journal followed up with a story that nice guys finish last those awful jerks actually earn more over the course of their careers. Why do organizations reward jerks? Employee Benefits magazine out of the UK picked up on this news and asked me my opinion: This is certainly a headline-grabbing survey: the meaner you are, the more you are likely to earn. What is particularly worrying about these findings is that they suggest organisations are actively rewarding bad corporate behaviour, or disagreeableness, rather than trying to instill more positive values. Every organisation has a series of values, which it expects its staff to align with, and it is highly unlikely that rudeness falls into that category. Why, therefore, are organisations choosing to reward these employees over others? Food for thought for leadership, certainly, who must consider do they want to go the lazy route and keep jerks on board or ignore their bad behavior without taking the steps necessary to reform their actions. Do you want jerks on staff who cause strife and distraction or do you want to create a culture and work environment in which committed employees who just want to get the job done can do so in a helpful, supportive and appreciative culture? The latter culture of recognition is proven to increase employee engagement by double digits in less than a year. Since numerous organizations have proven the bottom-line value of increased engagement, why would management consider for a second keeping the jerks around? 管理新知 您可能感兴趣的文章 从骨干到主管，如何游刃有余地驾驭晋升后的挑战？

2017-04-19 Managing Risks in Incentive Compensation Plans 2011-08-01 8 Skills Recruiters Should Have 2012-07-28 最近文章 TEST 2018年01月15日 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？

2018年01月15日 阿里为什么不去清华招人？

2018年01月15日 因利益冲突，Facebook COO和Twitter CEO退出迪士尼董事会 2018年01月15日 热门文章 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？

2018年01月15日 阿里为什么不去清华招人？

2018年01月15日 2017年度职场出差行程调查，出差最多的居然是他们！！

2018年01月12日 员工在自己QQ空间评论HR经理吃屎，可辞退他吗？

2018年01月11日 扫一扫 加微信【已隐去】 关于沙龙 顾问委员 广告推广 隐私安全 联系我们 申请vip会员 支付方式 市场合作或广告投放 电话：【电话已隐去】 邮件：【邮箱已隐去】 在线QQ【已隐去】 VIP会员 企业VIP会员 机构VIP会员 广告刊例 商务合作 Follow HRSalon