Strategies For Coping With Employees' Negative Roles And Behaviors

< p > workload increases and working pressure increases, prompting drastic changes in employees' intrinsic needs and motivation.

Transformational leadership theory, as a new hot spot of theoretical research, has emerged after the theory of leadership traits, leadership behavior theory and contingency theory of leadership. It emphasizes that by changing the original values and behaviors of employees, it will stimulate employees to work harder.

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< p > this paper first introduces the concept and dimensions of pformational leadership, and analyzes the negative behavior and its common types of employees. Combined with the author's professional experience, this paper proposes a theoretical point of view to deal with the negative behavior of employees through pformational leadership theory.

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< p > < strong > 1. The concept and dimension of pformational leadership < /strong > /p >

< p > < strong > (1) the concept of pformational leadership < /strong > /p >

< p > pformational leadership (Transformational Leadership) was conceptualized in 80s by the American sociologist Burns (1978) in his classic work, Leadership.

Burns believes that pformational leadership is a pformation of the original values, interpersonal relationships, organizational culture and behavior patterns in pursuit of higher organizational goals. Leaders and their subordinates have higher motivation and morale, unite together and pcend the process of personal interests.

In short, pformational leadership is a process in which leaders make their subordinates surpass their own interests. In this process, individual working ability and moral level can be improved and perfected.

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< p > later Bass developed the concept of pformational leadership theory put forward by Burns.

Bass (1985) believes that pformational leaders can inspire their subordinates' high-level needs or expand their needs and aspirations by making employees aware of the importance and responsibilities of their tasks, building up an atmosphere of mutual trust, so that subordinates can sacrifice their personal interests for teams, organizations and greater political interests, and achieve the desired results.

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At present, pformational leadership theory, as a major breakthrough and revolution in the study of leadership theory, has attracted more and more scholars in the field of leadership research in China, and has also become the concern and learning of more and more leaders and managers in the business world. It has been applied to recruitment, selection, training and performance management, and plays an increasingly important role in improving team development and enhancing team cohesion. P

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< p > strong > (two) < a href= "//www.sjfzxm.com/news/index_c.asp" > pformational leadership < /a > dimension < /strong > /p >

< p > the introduction of pformational leadership dimension.

Bass (1985) generalizes the dimensions of pformational leadership into three dimensions: charisma, inspiring leadership, intelligence stimulation and personalized care.

Later, Bass and Avolio (1999) further divided the "charismatic inspirational leadership" into two dimensions: leadership charisma and charisma.

In this way, four dimensions of pformational leadership can be drawn: Charismaor Idealized Influence, Inspirational Motivation, intelligent Intellectual (Stimulation) and personalized care (Individualized Consideration).

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< p > Chinese scholar Li Chaoping and Shi Ke (2005) hold that "leadership as a process of social influence is indeed a universal phenomenon in every country in the world, but its concept and composition may vary from country to country."

The two of them compiled a pformational leadership questionnaire by summarizing the behavior or characteristics of managers, and verified the Transformational Leadership Questionnaire by questionnaire survey. The result shows that the Transformational Leadership Questionnaire has good reliability and validity. At the same time, the four dimensions of pformational leadership in our special cultural background are drawn: moral integrity, vision encouragement (also called charisma), leadership charm and personalized care.

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< p > the basic connotation of pformational leadership dimension.

This article will be analyzed and studied on the basis of the four dimensions summed up by Li Chaoping and Kansas, and the following are the basic contents of the four dimensions.

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< p > moral integrity.

A leader should set an example, lead by virtue, set an example for his employees, and influence his subordinates in a subtle way so that his subordinates can work hard to achieve their goals and missions.

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< p > vision encouragement.

It means that leaders can create strong organizational vision and emphasize the meaning of work, so that subordinates can have strong enthusiasm for work and confidence in achieving goals.

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< p > leadership charisma.

It means that leaders have certain characteristics and behaviors, and they can have an exemplary influence on their subordinates through their own words and deeds, and enhance their subordinates' sense of leadership.

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< p > personalized care.

It refers to providing targeted support and guidance according to the specific conditions of different employees. It not only emphasizes the concern for employees' work and personal development, but also stresses the concern for employees' family and life.

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< p > < strong > two, the concept and common types of employees' negative role outside behavior < /strong > < /p >

< p > < strong > (1) the concept of employees' passive role outside behavior < /strong > /p >

< p > extra role behavior is relative to role behavior. It refers to the behavior that members of the organization make more than (violation) formal job descriptions and job responsibilities clearly specified in the instructions, which have positive or negative effects on other members of the organization or organization.

Therefore, extra role behaviors include both positive and extra role behaviors.

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< p > < strong > (two) the common performance of employees' negative role outside behavior < /strong > < /p >

< p > by analyzing the main performance of the negative role behavior of employees in our country, combined with the author's observation and summarization and personal experience in the workplace, the common negative behaviors of employees are burnout, procrastination, workplace complaints and employee turnover.

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< p > job burnout.

Job burnout, also known as "occupational exhaustion", refers to the physical and mental fatigue and exhaustion of individuals under heavy workload.

In the workplace, I find that some employees are bored with the monotonous and monotonous work for a long time, and they also suffer from job burnout.

Job burnout will not only happen among the older employees, but also gradually spread to the new employees who have been employed for several years.

These new employees think that they have already handled or can handle well the work at hand, resulting in a complacent and dismissive attitude. As a result, job burnout will naturally occur over time.

Job burnout will not only cause employees to lose interest in work, enthusiasm for work and passion for work, but if they do not intervene in time, they may also lead to job boredom and conflict. Therefore, leaders and managers should pay special attention to the influence of job burnout on employees' work efficiency.

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< p > work procrastination.

Procrastination is manifested in the task of procrastination, not dragging on to the deadline, not completing the work, and always putting the work to tomorrow.

In March 2011, a survey of 2250 people by the China Youth Daily Social Survey Center found that 72.8% of people admitted that they suffered from procrastination.

Among them, people who felt their procrastination were "very obvious" accounted for 14%, and 41.5% of them felt "more obvious". Only 7.3% felt that they had no "procrastination".

Procrastination is not only a manifestation of the laziness of individual employees, but also the performance of some employees who do not know how to start work and escape from difficulties.

Once procrastination becomes the habit of employees, it will greatly affect the team's initiative and competitiveness.

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< p > workplace complaints.

In today's society, as people's workload increases and the pace of work accelerates, there is a "groupie" in the workplace. More and more employees are exposed to workplace complaints. For a long time, they will be unknowingly infected with workplace complaints.

Workplace complaints convey a negative energy, showing dissatisfaction and helplessness among employees, overtime, less pay, harsh superiors, and tension between colleagues.

The content of workplace complaints presents a trend of diversification.

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< p > a survey of workplace complaints shows that nearly 90% workplace people complain every day.

Of these, 65.7% complained 1 to 5 times a day, 13.8% complained about 6 to 10 times a day, 4.8% of them complained more than 20 times a day, and only 11.2% said they never complained.

Employees complain not only to vent their inner anguish, but also to solve practical problems through complaining.

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< p > employee turnover.

The frequent turnover of employees, especially excellent employees, can be described as the eternal pain of enterprises and the more serious negative role behaviors of employees.

Dissatisfaction with salary level, lack of opportunities or space for development, failure to adapt to the management style of superiors, and difficulty in integrating into the work team led to the staff abandoning their existing jobs.

Recently, the HR service provider released a research report on leaving and salary adjustment in 2014.

The report said that in 2013, the overall turnover of employees was slightly lower than that in 2012, with an average turnover rate of 16.3%.

In 2013, the turnover rate of traditional service industry and manufacturing industry was relatively high, reaching 19.4% and 19.1% respectively.

The turnover rate of middle managers and professional technicians increased slightly compared with 2012.

The turnover rate of production engineering and business sales staff reached 21.7% and 18.7% respectively.

It can be seen that today, with the gradual disappearance of demographic dividend, the cost of enterprises caused by brain drain will be higher and higher.

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< p > < strong > (three) using pformational leadership theory to deal with employees' < a href= > //www.sjfzxm.com/news/index_c.asp > negative role outside behavior < /a > strategy < /strong > /p >

< p > strategies for job burnout.

Employees who are in the job burnout period have no vitality, no enthusiasm for work, indifference to work attitude and perfunctory, and doubt the meaning of their work.

At this point, leaders should first set an example, with their own highly dedicated professional ethics to imperceptibly influence and influence employees, with their own unique leadership charm, let employees feel the great power of example, let employees realize that workplace burnout is not only a kind of extreme work state, but also contrary to the social ethics advocated by the society, and it is a warning for employees from the moral level.

Then, understand the causes of employee burnout, embody the "people-oriented" management concept, help employees to resolve their worries and doubts in time, analyze the importance of their work to the development of the enterprise with employees, improve their understanding of work value, and integrate their employees' work with the future vision of the enterprise, which will realize the unity of employees' Self-worth and the continuous development of enterprises, and motivate employees to work hard for the common development of enterprises.

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< p > strategies for procrastination.

Procrastination is largely due to the difficulty of tasks, the high demand for tasks, and the lack of confidence in their abilities. Leaders should embody personalized care and provide guidance, assistance and support to employees in completing tasks, so that employees can feel that they are not alone in their work, so that employees can understand the impact of procrastination on the overall task of the team. At the same time, the goal of completing the task is appropriately lowered, and employees are gradually led to discover their own abilities and qualities, motivate their employees to move towards a higher goal, and arouse the enthusiasm of their employees to complete their work on their own initiative.

At the same time, human resource managers should strengthen the training of employees' working skills, enhance human capital, and enable employees to have the ability and confidence to be competent for the work they undertake.

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< p > coping with the strategy of "a href=" //www.sjfzxm.com/news/index_c.asp > workplace embrace /a.

There are many reasons for workplace complaints, which may be due to the fact that complainants are not sufficiently calm and open-minded, unable to adjust their mindset and mood in time, blinded by pressure or difficulties, and can also be attributed to various external causes such as companies, leaders, colleagues and work.

Leaders should be keen to find this phenomenon and use their own leadership style to create an open and harmonious atmosphere for employees, and establish internal trust relationships in the company so that employees can gradually open their hearts and face their problems calmly.

At the same time, the establishment of an internal smooth communication channel, no longer let employees have difficulties, no way to talk, can not express, can only complain to other colleagues in the form of "complain pollution."

It can organize the internal human resource management system platform to communicate with the way of expressing opinions and ideas, communicate through the way of internal publications, and organize the face-to-face communication problems of employees face to face regularly. This reflects the purpose of personalized care, encourages employees to express their own ideas, and makes employees feel the importance of the company.

Implementing employee assistance programs, caring for employees' mental health and daily life are effective ways to deal with workplace complaints.

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< p > strategy for retaining talents.

The lack of adequate development opportunities and prospects is a common cause of brain drain. After all, the management posts of enterprises are limited, and the promotion channels will not be enough sooner or later.

There are two ways to develop the seafloor staff for employees: one is to take the management route: the new employee - the qualified staff - the excellent staff - the internship leader - the excellent leader - the practice hall manager - the excellent lobby manager - the practice manager - the excellent Shop Manager - the practice area manager - the District Manager - the general manager - the chairman; one is to take the internal professional title route: the new staff - qualified staff - excellent staff - Advanced employees (continuous 3 months' election) - the pacesetter (elected for 5 consecutive months) - model worker (elected for 6 consecutive months) - meritorious service (equivalent to the welfare of the store manager).

This not only solves the problem that the promotion channel is not enough, but also plays a good incentive role for the long-term stable development of talents.

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< p > through the above analysis, we can see that pformational leadership theory has practical significance in coping with the negative external role behaviors of common employees through flexible management methods, and has the value of further research.

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