As it often turned out, when these good employees were not present, such crises did occur, which would upset the department manage even more (the head manager would never say anything). The fact that the department manager had no real relationship with the workers, however, was what frustrated the process and made that workplace so stressful: the majority of the workers did not want to work because they did not like their manager and their bad attitude reflected his bad approach to leadership (McQuerrey, 2014). As McQuerrey (2014) points out, attitude, performance, interpersonal skills and corporate representation are all affected by the actions of those within the organization. When one person’s bad behavior (especially in such a prominent position as that of leadership) is evident, it reflects poorly on the organization as a whole and can bring down the mood, culture and productivity of the organization as a result. This is certainly what was happening in our department. Likewise, as Bakkeri and Schaufeli (2008) show, “positive organizational phenomena can make a unique contribution to explaining variance in organizational outcomes over and above negative ones” (p. 149). This means that when there are positive elements within a workplace, that workplace is more likely to have positive outcomes as opposed to negative ones where negative stimuli are more commonplace.
Capek (2007) states that employee experiences drive organizational behavior in numerous ways, and this was true in our department: the more negatively that workers experienced the bosses, the more likely they were to drive the organization intentionally into the ground. Capek (2007) also argues: “the nature of employee experiences has a profound impact on the organizational agility required to make improvements to the customer experience” and this was equally true in our department. Many times customers would complain about slowness in the office and this slowness was the result of workers failing to actually do their jobs, which they did not like. Employees felt unappreciated by the bosses and their feeling of isolation caused them to react negatively towards their work, which impacted the students who relied on the workers to get their paperwork filed.
Some workers tried hard, however, which can be explained by the fact that they adhered to personal ideals and principles that, while not expressed in positive terms by management, were deeply embedded in these workers’ own character and thus motivated them to succeed. As Capek (2007) notes, “the context for an individual’s experience starts with what they are trying to accomplish; what’s important to them.” For these workers who did excel and who did pick up a lot of slack from other workers, their individual experience was based on the fact that they were actually trying to accomplish a lot. These same workers rarely complained and never showed a bad spirit, even while others were. Instead, they seemed to accept the fact that no organization is perfect, that managers and leaders also have a lot of stress and may not be able to communicate effectively to everyone’s liking. They did not hold grudges against management for slights or resent the leaders for not showing enough appreciation. They accepted that they had a job to do and they were determined to do it. Thus, their experience in the workplace was not a bad one because they did not let negative stimuli enter into their consciousness.
For workers who did allow negative stimuli to impact their decision making, the outcomes and experiences were always negative. They never accomplished the goals expected of them, shirked their responsibilities, communicated poorly, and treated students applying for aid with little respect.…
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