Addictive Type Behavior Undermines Employee Involvement

The downsizing of payrolls necessitated by the lean and mean corporate culture of the 1980s means that all remaining workers must be more productive. However, many programs designed to increase productivity are just attempts to get employees more involved in their jobs. Thus, management behavior mus...

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Bibliographic Details
Published in:Workforce management 1988-06, Vol.67 (6), p.36
Main Authors: Pace, Larry A, Suojanen, Waino W
Format: Article
Language:English
Subjects:
Behavior
Behavior modification
Cardiovascular disease
Employee counseling
Employee involvement
Employee problems
Management
Mental health
Organizational behavior
Participatory management
Performance evaluation
Personality
Professional relationships
Stress
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Summary:The downsizing of payrolls necessitated by the lean and mean corporate culture of the 1980s means that all remaining workers must be more productive. However, many programs designed to increase productivity are just attempts to get employees more involved in their jobs. Thus, management behavior must be supportive of employee involvement if the effort is to be successful. While this would seem to be a logical and rational goal of managers, research has indicated that many managers behave out of irritation, impatience, and anger, which adheres to the Type A Behavior Pattern identified by cardiologists Meyer Friedman and Ray Rosenman. Type A people are intensely competitive, always racing to achieve more in less time. In addition, they are more likely to suffer coronary heart disease than the more relaxed Type B people. The drive for success by Type As does not guarantee them results, and Type Bs outperform them on tasks involving team work and complex thinking. Thus, Type A managers who are not extreme could benefit from a self-management program that would help them diagnose their behavior and deal with it effectively.
ISSN:1547-5565
2168-9016