By Harvey A. Hornstein
This publication illuminates the organizational developments to regard executives preferentially, demonstrates how those styles undermine organizational luck, and gives sensible options for combating or fixing the matter. Drawing on examples from over 30 years as a number one organizational advisor, Dr. Harvey A. Hornstein introduces a distinct framework for figuring out how the binds among staff and employers are equipped and damaged, and the way companies can in attaining robust aggressive virtue via countering their inherent developments to create periods of "haves" and "have-nots."
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Additional info for The haves and the have nots: the abuse of power and privilege in the workplace-- and how to control it
Chapter 1 • Messages from Bosses to Employees 5 The reason that some employees behave in ways that go “above and beyond” the bare minimum emerges from data collected by an organizational psychologist, Professor Elizabeth Morrison. 11 What others saw as undesirable and irrelevant tasks, emotionally attached employees saw as duties that were essential and central to their job. Proorganizational OCBs were a regular part of these workers’ activities because they were perceived as right and necessary, even in the absence of organizational surveillance or sanction.
15 Next, imagine, or, if you have had the experience, recollect what it was like to receive an annual raise of $900 (3 percent of $30,000) or even $3,000 (3 percent of $100,000). Then you learned that senior executives were averaging double-digit raises of 20 or even 30, 40, or 50 percent. S. wage earners in 1996. It was a year in which individual salaries actually averaged less than $30,000, the year-to-year salary increase over 1995 for the average wage earner was approximately 3 percent, and only a small percentage of the workforce enjoyed annual incomes of $100,000.
On the other hand, a lack of such mutual allegiance inspires the opposite behavior. When employees conclude that bosses are treating them exploitatively, they feel excluded and exclude in return, shoving the organization icon away from themselves, deeper into out-group territory. The resulting separation squelches the development of employees’ organizational identity, and opens up the possibility of treating the company the way its representatives treated them: as raw material, “things” to be exploited.