Workload, rewards and prioritization Looking at fairness on a large-scale level, Sherf and his colleagues focused on structural organizational aspects that could affect workplace fairness. When under high demands and time pressure, justice tasks, on average, tended to be pushed aside more. Rewards: Companies explicitly and implicitly reward technical tasks over justice tasks.
This permeates corporate rhetoric on many levels — from what is mentioned in job descriptions to promotions. Sherf and his colleagues reached several conclusions. Workload, the prioritization of technical tasks and low-justice rewards play a defining role in whether managers engage in justice behaviors required for employees to feel fairly treated. If justice behaviors are seen as more important even as equally important as technical tasks , managers can achieve similar task performance while also finding ways to devote time to justice behaviors.
For lower-level managers: Be deliberate, but creative with your time. Think whether your time management approach affords time for justice tasks, not only technical ones. Ensure that you are anchoring time for justice in ways that are not easily prioritized in real-time. Be explicit about the importance of justice tasks to managerial positions by including them in job descriptions and evaluations. In more than 35 years of leading all kinds of people in all kinds of roles, including unionized staff, I have not had ONE lawsuit, grievance or arbitration case because I treated people fairly.
The people who did experience those problems were leaders who held no one accountable, held people to different standards, or held everyone accountable for the misdeeds of others. When you model and lead with transparent fairness, you will be trusted. You will be respected and appreciated for your fairness, even from those who are not performing up to par.
Everyone will know exactly where they stand, an important factor in employee confidence and motivation. People are not and never have been exactly the same.
They have different needs, performance levels, personalities, work styles, motivations, and goals. If you have ever worked for a manager who played favorites or treated people with different standards of accountability and performance, you understand how destructive this behavior is to morale.
Managers should work to not refer to an employee as the star of a group, treating them differently and constantly praising them. Many managers use their star employee as an example for others to emulate causing the other workers to feel alienated and resentful. There are benefits to praising in public. However, if you seem to be constantly praising the same worker, you may need to refocus on training and mentoring your remaining employees.
Doing so increases the attention you show to all your employees and makes them feel valuable also. Workplace politics is another pit many managers fall into. You should strive to quell any and all attempts of employees to curry favor with you.
There are employees who will act in a manner to attempt to please you, much of the time in attempts to cover up inadequacies or receive better reviews.
There are employees who will gossip about co-workers to their managers, or about their manager to co-workers. Be wary of these types, as they tend to sow discord throughout a workforce. When you treat your employees fairly they focus on navigating the challenges in front of them. They feel respected, cared for, and they develop trust in you as a manager. Instead of focusing on gamesmanship or one-upmanship, employees focus on working towards individual and group goals.
When you treat others fairly two things happen. Your employees notice and respect you for it. Your reputation for fair play reinforces their belief in you. Second, the people who you treat fairly will respond in kind. You are teaching through your actions and modeling the behavior of "fairness" in the workplace. Credibility is critical to your success as a manager.
Nothing destroys credibility faster than the reputation that you play favorites or deal with people on an inconsistent basis. Be deliberate and even-handed about how you assign work, offer praise and share feedback. The benefits of cultivating a reputation as a manager who deals with people in a fair and honest manner cannot be easily measured. There will always be those that are not content, no matter how fair you attempt to be.
0コメント