The High Cost of

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Supervisory . Inaction . C. W. Von Bergen. Southeastern Oklahoma State University. Durant, OK. A . Common Assumption … . “doing . nothing will have no effect on performance” . —. Hellriegel. . ID: 314351 Download Presentation

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The High Cost of




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Presentations text content in The High Cost of

Slide1

The High Cost of Supervisory Inaction

C. W. Von Bergen

Southeastern Oklahoma State University

Durant, OK

Slide2

A Common Assumption …

“doing

nothing will have no effect on performance”

Hellriegel

&

Slocum (2007

, p.

103)

Slide3

What Do These Individuals Have In Common?

Pope John Paul IICoach Joe PaternoMajor Nidal Hassan

Slide4

Doing Nothing Does Something

Demotivates good performers

Decreases

the probability of future

desired

behavior

Encourages poor workers

Opens

the door for

increased

levels of

undesired

performance

Slide5

Management Nonresponse to Desirable Employee Performance

Nonreinforced

subordinate good performance leads to negative subordinate affective and behavioral responses

Dissatisfaction

Performance decrement

Extinction may unintentionally occur

“Just

ignore it, and it’ll go

away”

Analogy: houseplants that do not get watered wither away

Slide6

Supervisory Inaction to Desirable Employee Performance: Why???

Subordinates will see them as weak if they use too much R+

Complimenting someone who may have to be fired or demoted in the future could backfire

People don’t need R+ for “doing the job they are paid to do”

T

he supervisor does not read people well enough to understand what is reinforcing to each specific individual

Slide7

Great Leaders and Organizations

Provide

occasions to acknowledge, recognize, and reward meaningful accomplishments,

thus creating

a culture where progress and appreciation prevail

.

Great organizations create greater success by praising and celebrating good performance, that is, by positive reinforcement.

Slide8

Management Nonresponse to Undesirable Employee Performance

Qui

tacet

consentire

videtur

.

Wrongdoing

is often self-rewarding to a worker and involves an activity the person already finds

satisfying so the behavior often continues

Creates disillusionment

from the very people the business relies most upon—those who consistently produce good results.

I

gnoring undesirable behavior generally tends to maintain or increase ineffective and inefficient actions; leads to more serious actions

Slide9

Supervisory Inaction to Undesirable Employee Performance: Why???

d

on’t

want to rock the boat, fearing that poor performers will retaliate with even worse

performance

they dislike confrontation and possibly they are

unassertive

fear hurting employee feelings or potential workplace

violence

have internalized the dictums of “don’t be judgmental” and “don’t say anything at all if you can’t say something nice”

Slide10

Functional Effects of Negative Feedback

Employees

generally feel better about their supervisor, coworkers, and opportunities for advancement when their leaders hold employees accountable for poor performance.

Bad apples spoil the barrel (

Felps

, Mitchell, &

Byington

, 2006

)

Slide11

In Conclusion …

Managers seldom recognize the

impact

of their own failure to act on their

subordinates

Many

performance issues are created not only by what supervisors do but also by what they

don’t do

And

DOING NOTHING DOES SOMETHING

Slide12

THERE IS A HIGH COST

OF

SUPERVISORY INACTION

Slide13

… or am I making

Much

Ado About

NOTHING

?

Slide14

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