First, managers were uncomfortable with their role in managing the vicissitude. Some feared recrimination while others did not have the experience or implements to efficaciously manage their employees resistance. Managers withal were concerned about the demands and responsibilities placed on them by the new business processes, systems or technologies. • Fear of job loss: Managers felt that if change occurs the system changes and that can have effect on their job security. Middle management is often the victim of large-scale business change.
Job insecurity: Working with a tyrant boss causes a lot of insecurity on the person’s job so when you work with a tyrant boss getting fired is something that can happen at any time. Emotional strain: Working with a tyrant boss can cause on to go through an emotional strain; this is due to the abusive words that may be coming from the boss. Some even looses their self esteem. Tiresomeness: When working with a tyrant boss is assured to be overworked since he or she assumes that others are machines and he is the only human being. This leads to a person coming from work feeling so exhausted.
Many of these terminations are contributed to poor decision making on the part of the manager performing the review. The first problem associated with managers is that the standards for which the employee must meet are not clear and concise. The employee should understand exactly what is expected when hired. Many times this is not the case. Inadequate training and unclear expectations leave employees with a lot of uncertainty regarding what is expected.
Areas such as structure, corporate culture, cost centres and labour have the most tendency to react to outsourcing developments. Employees of organizations don’t benefit from outsourcing as they are at a risk with becoming redundant. This occurs as another group outside the organization who have similar skills and competencies that can perform the same tasks replace existing workers. This treatment of employees can trigger a collapse in confidence and morale from all other employees throughout an organization as they view fellow employees leaving due to job replacements. Therefore in the future lasting employees will feel uncomfortable in an organization that is constantly outsourcing with fears of loosing their job.
Rumors and gossip start, the job can possibly be done wrong, and productivity can get low. Ultimately, a lack of communication can fail a business. Workers are often times terminated or quit for the reason of poor communication. When there is poor communication, employee’s sometime lack the knowledge they need to get their work done. When the boss doesn’t work with the employee to explain what they want or how they want something done, it is complicated for them to do it right.
When top management fail to reward Strategic Resource Managers for their efforts it causes a decrease in morale (Huselid, Jackson and Schuler 1997). Strategic Human Resource Managers have complex responsibilities such as making sure the organization remain compliant with laws and regulations and overseeing employee relations throughout the organization. Based on Mello, many managers see Human Resources as a hindrance. The Human Resource Manager’s role in Strategic Human Resources is to assume more responsibility for day to day operations within the organization and provide support for employee
I will explain 8 barriers from these things. One of the barrier is Lack of trust. The manager thought the other employees can’t do high quality works as the manager do. The other one is worrying that if the employee do the better job than manager, the manager may lose their job. Thirdly, delegating in hurry so that the manager may chose unsuitable person to complete work properly.
They would believe that their hard work is being unnoticed, hence lowering their satisfaction and causing burnout in their job. Mismatch in value is when values differ in the workplace when it comes to handling business decisions (Job burnout: How to spot it and take action, 2015). This happens frequently with certain companies. If an employer disagrees with their manager about salary and both parties disagree on certain points, this form of burnout occurs. Unclear work expectations is the uncertainty of authority with supervisors (Job burnout: How to spot it and take action, 2015).
A good leader has to be persuasive, yet diplomatic in their leadership and not be a dictator (Plunkett, 2013). The weakness in the situational leadership theory is if a leader appears to be weak than the staff will take advantage of them. This means they will not respect authority. When staff members do not respect the leadership in an organization they will be less productive, lack motivation, some will even quit the job and move on to another job. The last thing any leader wants to appear is weak and fragile to their employees.
The environment set by a leaders can have a positive or negative impact on the staff and organization. Unfortunately, the lack of leadership training by those in leadership positions can lead to a dysfunctional and toxic organization. Understanding the impact of dysfunctional leaders on an organization is key to understanding how to correct the action. The impact of dysfunctional leaders has a major effect on the staff, according to Jha and Jha (2015), “The consequences of dysfunctional leadership behaviour are beyond measure. Organizations lose out on competitiveness due to withholding of discretionary efforts on the part of the employees as a result of being victimized by their toxic bosses without any valid grounds.