| Description |
1 online resource : illustrations (black and white) |
| Contents |
Cover; Half Title; Title Page; Copyright Page; Dedication; Contents; List of illustrations; PART I: Introduction; WHO: Who is this book written for?; WHAT: What is this, just another book about leadership?; WHY: Why do I need to read this book; what's different about it?; HOW: How should we go about achieving this "positive outcome"? How is this book going to help?; Structure of the book; PART II: The concept -- executive summary; 1 General concepts and practical application (WIIFM?); Seen, safe, and valued; Organizational culture; Management and leadership; The work of management |
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Antisocial workplace behavior (AWB)Practical applications; Organizational commitment; The dark side of organizational commitment: entrenchment; Practical applications; Organizational engagement; Key takeaways; Recommended reading; 2 Rationale for examining bad behavior in the workplace: why do people stay?; "Nonprofit Nancy"; Rationale for the study; Assumptions; Connecting to theory; How to handle it ... ; Practical applications and consulting notes; Key takeaways; Recommended reading; 3 Theoretical constructs; Legalese -- the black and white/zero tolerance; So, what are we talking about here? |
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The psychological contractBullying; Verbal abuse; Uncivil workplace behaviors/workplace incivility; Practical applications and consulting notes; Key takeaways; Recommended reading; 4 What the research has shown; By the numbers; Who is this Norm?; Behavioral rationale; Individual values and ethical workplaces; A brief, adulterated, and wholly insuc ffi ient summary of ethical perspectives; Ethical culture and predictable behavior; Norms of communication and civility; Organizational commitment; Continuance commitment; Normative commitment; Summary; Key takeaways; Recommended reading |
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PART III: The study -- executive summary5 What, why, who, and how; What; Why; Level of analysis; Followership orientation; Organizational culture, perceptions of justice, and norms of civility; Trust (separate from organizational justice); Who; How; How -- from the participant's perspective; How -- from my perspective; Ethical considerations and assumptions; Confidentiality; Impact of self-examination; Ethical leading and following; Healthy, ethical workplaces, and honorable leaders; Ethical failures in the workplace no longer solely due to leadership; Key takeaways |
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6 What actually happened (and is happening in your workplace)Overview: what led me here; The psychic prison metaphor; Results of the study; Antisocial workplace behavior; Trust, revisited; Civility, incivility, and toxicity -- a review; Deviant, uncivil behavior; Time to pay attention; Workplace bullying; Unethical leaders/followers; Key takeaways; 7 Structure and culture; Organizational structure; Cultural orientation; Why they stayed: letting the data speak; Key takeaways; PART IV: Composite themes -- executive summary; 8 Sensemaking; Key takeaways; 9 Why people endure |
| Summary |
Why People Stay is the result of a doctoral study that revealed participants' sense of commitment (to the organization, to the team, to the mission, or to something else) This was in spite of numerous experiences of antisocial workplace behavior, or AWB, reported by each participant. The incidents reported included perceptions of disrespect and subtle discourtesy, appropriation of credit for work not performed, deliberate poor work performance, racial harassment, abusive language, abusive supervision, bullying and threats of violence, to other demeaning behaviors. Over 70 unique instances were reported, in all, by just 11 participants over the course of some 30 hours of interviews. Yet they all stayed in their workplace. Why? And what does this choice suggest about employee engagement, in toxic workplaces or work groups? This book explores these questions, and more, and sounds an alarm to executives and culture monitors that the root cause of your human capital losses is that your people do not feel seen, safe, and valued and you can change that. It looks at organizational commitment and organizational engagement in an environment where it can be difficult to remain authentically committed in the presence of AWB. The participants in this study were queried as to just why they stayed under such conditions. The aim of this book is to share their surprising results. This positive book about negative experiences is essential reading for executives, HR and organizational developmentprofessionals, as well as students at both postgraduate and undergraduate levels |
| Subject |
Work environment.
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Organizational commitment.
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Corporate culture.
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Employee motivation.
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BUSINESS & ECONOMICS -- Leadership.
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BUSINESS & ECONOMICS -- Organizational Development.
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Corporate culture
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Employee motivation
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Organizational commitment
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Work environment
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| Form |
Electronic book
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| ISBN |
9781315455471 |
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1315455471 |
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9781315455488 |
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131545548X |
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9781315455464 |
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1315455463 |
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9781315455495 |
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1315455498 |
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