Are those jerks at work dragging you down?

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Sometimes co-workers can enliven your day and even inspire, while others … well, some can be downright soul-crushing.

According to new research at the University of Michigan, those jerks at work do more than make you feel bad — they drag down the job performance of people who interact with them.

“We were able to shed some light on the question of whether de-energizing relationships are just a hassle, or if they have deeper consequences,” said Gretchen Spreitzer, professor of management and organizations at the Stephen M. Ross School of Business.

“Before, we’ve shown how enabling thriving at work and energizing relationships lead to better performance and business outcomes, and this looks at the opposite angle.”

Spreitzer and colleagues performed two studies at two different companies using network analysis and surveys.

In the first, they asked IT employees at an engineering firm to evaluate their relationships with each other. The researchers also looked at each employee’s performance reviews, controlling for prior performance.

They found that the more a person had to interact with de-energizers, the lower their job performance. In fact, it was associated with the lowest levels of job performance.

The second study asked employees of a management consulting firm similar questions, and the researchers analyzed evaluations, but followed up with an additional survey to measure how much employees felt they were thriving.

The results revealed that some people — those who felt they were thriving — fared better on their job evaluations despite exposure to de-energizers.

“Thriving mitigates the negative effects from negative people,” Spreitzer said. “It shows that there are things people and organizations can do to buffer themselves when they have to deal with de-energizers.”

Spreitzer suggests several steps that both employees and managers can take to prevent jerks from dragging others down.

Employees can:

• Limit interactions with de-energizers.

• Increase the time you spend with people who make you feel good.

• Make sure your work is meaningful.

Managers can:

• Set standards of appropriate behavior and enforce them. “Often these de-energizers are technically very good at what they do, so there’s a tendency by management to indulge them,” Spreitzer said.

• Consider behavior when promoting people. High performers in technical areas are often promoted regardless of their effect on other people.

• Give employees regular feedback and put a priority on training that involves work culture and professional behavior.

Spreitzer’s research is the latest example of the bottom-line benefits of positive business practices.

“A lot of times people think that positive business is just about everyone being nice to each other,” she said. “It’s really about improving outcomes, and one way to do that is to reinforce your culture.”

The findings will be published in the Journal of Applied Psychology. Spreitzer’s co-researchers were Alexandra Gerbasi and Andrew Parker of Grenoble Ecole de Management, Christine Porath of Georgetown University and Rob Cross of the University of Virginia.

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Comments

  1. Kim Lindstrom
    on May 14, 2015 at 7:22 am

    While these conclusions have long been noted by individuals in the work place, this reseach is important and the validation is appreciated. Next, how do you adjust the attitude of the negative energy individual who lacks a solid work ethic, who ‘punches the clock’? I have experienced first hand two RNs looking for other positions and another who retired due to this behavior from ‘Float RN’s’.

  2. Bonnie Grayson
    on May 14, 2015 at 8:28 am

    The article is very timely. This is real in so many areas. Managers need more ideas and support in handling these types of staff members; enursing there can be is swift action taken. I jokingly said that we needed a staff psychologist on duty to handle the problem staff members. Many of the problem staff are presenting the behaviors due to turmoil in their personal lives that spill over into the work life. There are a lot of hurting people (great workers) who don’t have the tools to handle their issues.

  3. Jenni Sporer
    on May 14, 2015 at 8:37 am

    Hostility in the workplace can not only negatively impact performance, but increase job turnover.

  4. Jill X.
    on May 14, 2015 at 8:46 am

    Oh yes. This. So much this. Where I’m at there is one particular explosive person that management knows about and they choose to simply tip toe around her and advise us all to do so. It’s extremely awkward.

  5. Jennifer J.
    on May 14, 2015 at 10:52 am

    Read “The No Asshole Rule” Book by Robert I. Sutton
    The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t is a book by Stanford professor Robert I. Sutton, based on a popular essay he wrote for the Harvard Business … More Wikipedia
    Published: February 22, 2007

    • Jill X.
      on May 14, 2015 at 4:24 pm

      I will! Thanks for the suggestion!

  6. Joan Ford
    on May 15, 2015 at 5:17 pm

    Sometimes employees need PTO,especially
    during emergencies or during holidays
    Mrs. Joan D. Ford, R H.I T

  7. Joan Ford
    on May 15, 2015 at 5:17 pm

    Sometimes employees need PTO,especially
    during emergencies or during holidays
    Mrs. Joan D. Ford, R H.I T

  8. D Shaki
    on June 16, 2015 at 10:36 am

    What about when the manager is the “de-energizer”?

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