An important warning about the employees who seem loyal to you


Are you looking for employees who are loyal for your organization?

You might think this question is designed to be tongue-in-cheek. After all, the benefits of having a hardworking and dedicated staff are crucial for an organization. Employees who are willing to go the extra mile – either by building and communicating their best ideas and suggestions, helping colleagues when needed, or adopting new plans or policies despite personal setbacks – are important in current business situations, as innovation and growth become more competitive and easier.

But such employee behavior can also add a dark side. Growing research suggests that overworked employees are more likely to be involved in toxic or harmful activities, such as being late for work, withholding necessary information, and being involved in theft. This behavior not only involves deep financial costs for organizations but if left unchecked, it can be passed on to other members in the workplace.

Several explanations have been given as to why good co-citizens can be so dangerous. Some of these ideas include feelings of pressure to do more than the office staff requires, a strong sense of belonging, or the lack of regular contact with others at work. Whatever the reason, it is important to make sure that the employee behavior you want does not cost you later.

Rethink the way the carrot and the reward rod are for good behavior

In some cases, employees go on and on about job calls because of an inward desire to help the organization succeed. Perhaps their driving is doing more than what is expected of them as an expression of their natural inclination (e.g., conscience) or they are driven by strong contact with the organization or people in it. While good, developing staff for active employees is not an easy task because it requires a concerted effort in all organizational activities, from selection and recruitment to leadership development and employee compensation.

As a result, managers often look for other ways to motivate their employees to make the extra effort, such as using salaries or penalties or creating a competitive environment that puts employees at a disadvantage. But the problem with this last resort is that when employees feel compelled to do more for the organization than it is mandated, they may feel licensed to subsequently focus on their own needs in ways that harm their organization and colleagues. This means that while tempting employees with sweet carrots or threatening them with a sharp stick can lead to desirable behavior, such an approach can be costly by increasing employees’ willingness to engage in harmful and unproductive behavior in the future.

Make the social image of workers the most important thing in the environment

Research suggests that when employees are concerned about their reputation, they are less likely to engage in behaviors that are detrimental to their social status, even if they feel licensed to do so after committing a commendable act. One study, for example, suggests that while artisans may feel compelled to break work ethic that may make them more prone to cyberloafing, show late work, or engage in other risky behaviors, their desire to maintain their perception of the people around them may help reduce their willingness to engage in activities. such deviations. How can you encourage employees to take care of their social image? One way is by publicly acknowledging and displaying good manners. Getting a good social image is often very desirable.

It can increase our social status and recognition in the workplace, and play a key role in maintaining good self-esteem. When we know that the people around us look at us positively, we want to keep this emerging so we tend to be more careful about how we behave and how we express ourselves. This means that if you want to prevent misconduct from those employees who travel further, it is a good place to start highlighting desirable behaviors to motivate employees at the expense associated with images of misconduct over time.

Help employees feel connected to the organization

One last way you can reduce some of the devastating effects described above is to develop a sense of belonging to the organization and its members. According to research, when employees identify themselves as co-workers or the organization as a whole, they are less likely to feel compelled to focus on their interests, even if they are more involved in their work. Research on community ownership suggests that when we feel valued by others, we may incorporate these people into our sense of independence and as a result act in ways that enhance our solidarity with them. Likewise, when employees begin to see their organization as a vital part of their identity, they may be more inclined to help the organization, not because they should, but because they want to. When such an incentive to return to the organization exists, there is little reason or reason to feel the need to “take it back” over time. While developing a common identity among your employees requires a lot of effort, a good place to start is to make sure your employees feel connected and help them see that their needs, goals, and values ​​are aligned with those of the organization.


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