Dishonesty and anti-social behaviour in the workplace have become 'rife', according to a new report. But loyalty is a two way street: employers who show their staff little loyalty can expect less in return.
As many as one in three UK workers claim they are kept in the dark and never consulted when a major change occurs in their organisation
After hearing one too many horror stories about bosses who never practice what they preach or rule with an iron fist with the 'my way or the highway' approach, I've decided to pen an open letter on behalf of mismanaged employees everywhere.
When a business gears up for growth and the inevitable changes this brings, everyone looks to the top for direction. This is especially true Ė and difficult - for SMEs.
British workplaces are so riddled with gossip that employees believe they are more likely to hear important workplace announcements through the office rumour-mill than direct from their managers.
Every company is made up of human beings and human beings are fallible, so itís only natural that mistakes will be made in business. It's how we deal with them that really matters.
Only a third of Britons regard their manager as a role model, with many seeing their boss's failure to involve them when developing new ideas or making decisions as a real turn-off.
Three-quarters of employees are not aware that April 6 will bring them new rights to be consulted on major employment issues in the workplace.
Firms that ignore new EU information and consultation regulations could find themselves being forced to adopt rigid arrangements for consulting staff that do not suit their business.
Workers in Britain are significantly more cynical about the job being done by senior management than their counterparts in the USA, with fewer than a third expressing trust and confidence in their leaders.
They may often seem trivial, irrelevant or downright silly, but ideas generated by staff can be worth hundreds and thousands of pounds, a study has suggested.
Communication, communication, communication is the best way to keep staff happy, loyal and engaged, a study has concluded.
Suggestion schemes that encourage staff to come forward with ideas can backfire spectacularly if they are not managed properly, according to a new survey.
The business lobby in Germany is calling for fundamental changes to legislation which mandates companies to let their workforce have a role in corporate decision-making.
'The only way companies will keep their customers (and their revenues) is if they can keep their customers happy.' It seems stunningly obvious. But so many organisations forget it.
Insurance giant Legal & General has been dubbed Britain's best employer because it retains a good pension scheme, has refused to offshore jobs to India and consults with its staff on business decisions.
UK businesses still have their heads in the sand about next yearís Information and Consultation Directive Ė and as a result risk missing out on a golden opportunity to engage with their workers.
In order to motivate people, you first need to eradicate demotivation, writes Brian Bloch in the Telegraph. But too many bosses still cling to the perennial fallacy that 'people will work properly if they are paid enough'.
Half of Britons admit that they could more productive at work but feel that they would get more done if their employers valued them more and gave them greater control over their working patterns.
Performance evaluations are the most underused tool in management. And when they are used, they are the most misused tool in management. Why?
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