The Workplace Golden Rule: Supervisor and Friend

By Dr. Paul L. Gerhardt, PhD

Should a supervisor be “friends” with his employees? This is a question that has been asked for the last few decades. The fact of the matter is that the relationship between a supervisor and supervisee can be very tricky. Often, the supervisee is at the receiving end because of the hierarchy. Therefore, to protect the interests of the supervisee, there are certain ethical standards that a supervisor needs to adhere to. Exhibiting ethical behavior indicates professional approach of a supervisor. Being friendly and a supervisory, while practicing ethical workplace actions is key.

It is the duty of a supervisor to provide a positive and supportive atmosphere that boosts personal and professional growth of the supervisee. It includes doing training, helping employees learn the nuances of their job, and supporting the supervisee in whatever way possible. Ultimately it is all about seeing that the client is well served by the supervisee. This is best done by treating the employee well and in a manner that the supervisor would like to see the client to be treated. This of course sounds like the Workplace Golden Rule.

Although it is believed that most supervisors adhere to ethical practices like updating the supervisee of expectations regularly, the less obvious fact may be that “busy-ness” of running a business sometimes inhibits meeting employees regularly enough. Therefore there may be a significant gap in the necessary imparting of workplace knowledge about the expected practices, cultural nuances, legal and ethical responsibilities, and so forth. However, some scholarly research suggests that most supervisors do not adhere to a significant level of ethical guidelines. One example of this may be, maintaining transparency within the department. Research indicates that as many as 50% supervisors do not adhere to ethical behavior guidelines. This may be due to supervisors wanting to maintain a sense of being “cool” or being a friend to those he supervises.

It is observed that when supervisors don’t comply with the ethical guidelines that it reflects as a weak workplace alliance by the supervisor.

Consider these three important supervisory alliance dynamics:

a) Relationship between the supervisor and the supervisee

b) Understanding of the purview of supervision

c) An understanding of the tasks that will be supervised

When there is a strong work relationship between the supervisor and supervisee, studies show that it will usually result in improved efficiency, role clarity and transparency. Likewise, it predominantly results in greater job satisfaction for the supervisee.

Knowing this gives supervisors great responsibility and a fine line to walk. Human Resource professionals will tell you that many a times, supervisors adhere to unethical practices, such as sexual overtures, discrimination between the supervisees, lack of transparency due to relationship dynamics. Often, a supervisor who is not confident about himself may resort to dirty tactics such as non-communication of the workplace expectations or guidelines. He may fail to delegate important work, and other poor practices out of favoritism or fear of some relationship dynamic. Of course, this will have a negative impact on productivity of the supervisee and will also result in workplace dissatisfaction. In circumstances like these, the employee may suffer from anxiety. Supervisee anxiety is a condition where the supervisee is in a constant state of apprehension, stress, uneasiness and fear whenever the supervisee has to interact with the supervisor. In many cases, the supervisee will carry the grudge home, and it will affect her family life as well.

Supervisors must realize that it is very common for employees to feel slightly anxious while dealing with a supervisor, because of the nature of ‘boss-subordinate’ relationship. However, if the employee feels overly anxious, then it should be a cause for concern. Over anxiety will adversely affect employee performance. She will start showing a lack of interest, and will show negative response to the supervision. For example, if a supervisee feels that the supervisor favors another employee in the department, and divulges confidential information to that employee, then, she will ultimately and understandably lose trust in the supervisor. This will have a great impact on her work. Her self-esteem be deteriorate and consequentially, the response to supervision and workplace responsibility/effectiveness. Worst of all, the supervisee too may resort to doing unethical activities which sabotages the complete success of the department. One of the most common unethical supervisee behaviors is to bypass the authority. This may be a good thing if it gets the team working on the correct path to success. It may also result in termination to individual team members, including the supervisor.

Supervisors must be friendly to all employees ALL OF THE TIME. They must never compromise ethical practices. Supervisees may resort to unethical behavior if they feel they are being treated poorly or unethically. Therefore, the Golden Rule of the Workplace is about being kind, making time to share information regularly, not showing favoritism, and fix what needs to be fixed. Little things can lead to big things before you know it.

For more information, contact Dr. Paul L. Gerhardt, PhD at: www.paulgerhardt.com

The Secrets of Career Advancement and Job Satisfaction

Have you ever wondered why some people get the best jobs—while as hard as you work, you seem to never catch a break? Tons of research has been conducted that exposed career management best-practices that lead to the swiftest advancement. Research shows that it may be specific attitudes may be the key to obtaining that dream job and promotion. These career-related attitudes like job satisfaction are clearly linked to promotions. Research results demonstrate that frequency of using career management best-practices correlate positively to organizational commitment and job satisfaction.

Job satisfaction and career satisfaction relate to happiness with a person’s life at work and also contribute to contentment in varying ways. Career satisfaction can be defined as a level of happiness that is experienced via a person’s choice of employment. Job satisfaction stems from a person’s present work situation and also depends on factors like location of the job, working conditions and other influences. The opposite of job satisfaction is actually not job dissatisfaction, it really is no job satisfaction.

It is considered, as common knowledge, that probably one of the most important factors in a successful organization is job satisfaction. It has been said that job satisfaction is related to a person’s sense of meaning and effectiveness within the workplace as against factors that are external.

It has been found that recognition, achievement, responsibility and the work itself are job satisfaction’s most influential factors. These factors are more influential than status, working condition or interpersonal relations. Research further concluded that the feelings workers have about what they have achieved and have been recognized for are the most common feelings associated with increased job satisfaction.

In numerous studies, it was discovered that the factors associated with job dissatisfaction have a different set of relationships. It has been identified that the strongest factor associated with dissatisfaction on the job is the perception of unfairness. Other factors of job dissatisfaction relate to perceptions of having a lack of opportunities to professionally develop or grow, as well as discontent with pay.

Factors that dissatisfy could then lead to the development of behaviors and attitudes that would clearly indicate that there are challenges in the workplace that are not being addressed. However, it has been studied that things that may lead to job dissatisfaction are not the mirror images of job satisfiers.

In some literature related to motivation and career success, it has often been assumed that satisfaction and motivation are similar and can even be synonymous. However, motivation and satisfaction are very different in terms of performance and reward. Motivation is basically influenced by perceptions about the relationship between rewards and performance that are forward-looking. However, satisfaction is related to how individuals feel about the rewards that they have been given. In simpler terms, motivation is an outcome of expectations of what will happen in the future while satisfaction is about past experiences.

Career management can be defined as a process through which people develop an understanding of their environment and themselves. It is about acquiring feedback regarding their progress in their careers, and helps formulate strategies and career goals. The best-practices of career management aim to help workers develop new skills or to update their old skills. Effective managers help employees make better career and job choices and assist in getting them to be prepared for higher levels of responsibility within the workplace.

Smart managers are taking note of studies that show frequency of using various career management practices is positively linked to job satisfaction and an individual’s commitment to the organization. Also, the frequency of use of different career management practices is inversely related with turnover.

In short, successful organizations are always doing things to help their individual members grow within the workplace. Managers cultivate a positive environment where people see themselves as being treated fairly and always being given tools to grow and be their very best.

For more information contact Dr. Paul L. Gerhardt, PhD. www.paulgerhardt.com

Consider Our Aging Workforce Wisely

Right now, we appear to have serious unemployment issues across the United States. However, it is important to also realize that every day; approximately 10,000 Americans are turning 65. Many organizations in all parts of the globe are experiencing certain shifts in their population of employees. These shifts result in workforces that are aging and are also simultaneously becoming age-diverse. This means that decision-makers and coworkers alike in every type of organization should be more aware of the capabilities and needs of their employees. Being cognizant of workers in all age groups ideally cultivates creativity and efficiency. In turn, this yields stronger and more competitive organizations.

Many researches have tracked the age variable and how it manifests itself in terms of worker’s behaviors, goals and emotions. Although there is no disagreement regarding the fact that people experience changes differently in those aspects as they age, there is some disagreement as to what are the mechanisms involved and how prominent or widespread the changes are in the workplace.

Numerous studies regarding age differences in work values and attitudes illuminate a topic that employers must stand up and pay attention to immediately. There are differences in views of aging. Developmental theorists are beginning to advocate for a more optimistic view. Some considerations employers should think about and create policy about involve proactively focusing more on the losses and detriments associated with an aging employee-base.

Relationships need to matter in the workplace. Consider the phenomena of relationships with other members of society which are often altered in quality or are even severed when people age. This gives a perception that as adults grow older, they disengage from society. There has been research that has shown that as adults age there is a decrease in the number of their social circles and these results in a greater distance from society.

Most workplaces require employees to be a functioning important member of a team. Distancing or disengagement of employees may have implications on the performance of aging adults in the workplace. This is because organizations may begin to expect that the older members of their workforce are more likely to withdraw or engage in behaviors that are counter-productive due to their disengagement. The good news is that there is research that clearly suggests that this is not really the case.

Employers may find that the aging process is associated not with disengagement, but is associated with continuity. Studies suggest that as adults age, they continue to strive for maintaining the same activities, behaviors, relationships and personalities. As they maintain these elements of their lives, older adults continue a connection with their experiences. There is empirical evidence that suggest that many aging adults are able to maintain continuity in their personal traits, steadiness with their close relationships, and intelligence. It has also been found that aging adults have a tendency to maintain their social participation following the demise of a spouse and show stability in their participation in religious activities over their lifespan.

There are also studies that have revealed that aging adults perceive themselves as being the same individual all their lives and there is also a significant stability in how they perceive specific characteristics about themselves. This also has important implications in the workplace as older adults would be more concerned with the maintenance of good relationships at work and continuing good performance in the job. It has been found that older workers have a tendency to display fewer withdrawal behaviors, continue behaviors which maintain efficiency and productivity, and display more safety behaviors.

With that said, it will be interesting to see how workplaces change with these new age dynamics. Organizations must utilize EVERY employee wisely in order to maintain competitiveness in their market.