Meanwhile, dedicated and conscientious workers end up staying at the office late, correcting the work of the low performers, and making sure clients or customers are satisfied. This pattern breeds frustration and disengagement in the high performers─and perhaps ultimately drives them to seek work elsewhere. 'They feel stressed and undervalued, and it starts to undermine the high performers' confidence that the organization is a meritocracy, ' said Mr. Murphy.
与此同时,专心投入且责任心强的员工却要在办公室工作到很晚,纠正差员工在工作中犯的错误,确保客户或顾客满意。这样的模式会令好员工倍感失望,使他们想尽快摆脱,并可能最终促使他们另谋高就。墨菲说,他们感觉压力大,自己的价值被低估;这样的模式将开始动摇好员工认为公司任人唯贤的想法。
To remedy the situation, managers should speak frankly with high and middle performers, ferreting out what frustrations might potentially send them looking for new opportunities. They should also find out what could motivate them to stick around, he added.
为改变这种局面,管理者应该开诚布公地与好员工和中等员工谈一谈,探查出哪些问题令他们失望,可能会促使他们跳槽。他还说,管理者还应该找到可能促使员工留下来的东西。
To arrive at its findings, Leadership IQ looked at data from 207 companies that kept detailed records of both performance evaluations and engagement surveys.
【职场生活: 越差员工越自恋,感觉自我良好】相关文章:
★ 女孩与犀牛成好友
最新
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15