In any organization, there are bound to be ‘negligible employees’. Neglected employees come in many different types. Due to the variety of causes and types, it is easy for leaders to think of employee negligence as ‘vaguely expressing dissatisfaction with the organization or themselves, but that is not the case. This is because negligence not only makes the atmosphere of the organization negative but ultimately becomes a decisive factor that lowers the performance of the organization.
today’s employees are not so naive. more demanding and sensitive. As the increasingly complex and difficult organizational environment provides an excuse for negligence, negligence has become common and used. If the negligence of employees originates from the organization, the result will inevitably affect the organization as well. Therefore, leaders must closely examine the various types and characteristics of negligence and devise countermeasures. Therefore, we would like to classify the types of Employee negligence as follows and suggest countermeasures.
This is the most common type of negligence. He is the type of person who intentionally neglects his responsibilities due to dissatisfaction with the organization and the leader. It is a case in which negligence was not committed from the beginning, but gradually worsened as dissatisfaction with the organization or leader continued to accumulate. Dissatisfaction-type negligence is always full of dissatisfaction, so it is also painful for me. In the beginning, he struggles and endures, but he can’t find a solution, so he expresses his negligence as an expression of resistance.
This type has a lot to say. There must be a number of valid reasons. Unfair system of the organization or leader’s indifference and wrong decision-making play a decisive role in fostering only dissatisfaction. If there are sympathizers of dissatisfaction for similar reasons around, the negligence of dissatisfaction will secure legitimacy. If the leader does not respond to this or rather encourages dissatisfaction, the dissatisfaction-type negligence becomes more intense and the resistance becomes harsher. Leaders should never overlook only the dissatisfaction of employees in that they often carry out deviant behaviors that can inflict deep wounds on the organization and leaders. Rather than feeling guilty for not working, he wastes a lot of time and energy on rationalizing his negligence towards the organization and the leader that made him unable to work, so only uncomfortable living together continues. Therefore, leaders must first listen to and empathize with employees’ complaints through regular dialogue, honestly convey the leader’s opinions based on facts, and seek persuasion and understanding. If the cause of dissatisfaction is with the leader, you must first know how to apologize. Otherwise, you will have a leader at the beginning and end of employee complaints, and you will end up taking more responsibility than necessary for any issues that arise.
Cunning Negligence Employee
He is the type to defend his negligence by using the weaknesses of the organization and the leader as an excuse. Employees who display cunning negligence appear to be underdogs, but in reality, they cunningly enjoy their comfort and avoidance. This is the type that a leader should be most wary of. It is fatal in that it persuades and pollutes the people around it with plausible speech and logic.
Cunning negligence is a form of cowardly self-protection displayed by the possessors of clever and selfish personalities. They show duality and rule over those around them by saying, ‘They say only the truth and practice righteous courage, but they are patient for the organization and the leader’. Yet, he never resists at his own expense. It also shows the disgraceful desire to only gain the benefits of the organization and the followers of those around it, without giving any help to the organization.
Cunning negligence becomes a power, especially if the leader is too good or the organization has loose discipline. Its power dispels fears about the organization and its leaders, relentlessly spreading negative rumors and gossip, constantly uncovering problems in the organization and creating confusion. This is why leaders should never overlook or forgive cunning negligence. Cunning negligence is often the result of a leader’s neglect. Because the superior does not show the appearance of cunning negligence, there are cases where a leader has a heart but no physical evidence. Therefore, it is necessary to use various communication channels to accurately identify evidence of cunning negligence and then give a strong warning. Cunning negligence must be stopped through formal procedures. Only that way can prevent the second cunning negligence. Because cunning negligence continues to produce other cunning negligence.
He is the type of person who has no interest in and no affection for the work of any organization. It is negligence, indifferent to everything in the world, literally, without any dreams or ambitions in the organization after working. I wonder if there are such employees, but there are surprisingly many. They are people who enjoy or prepare their own world. So, they never go ahead and do anything voluntarily. M I fundamentally reject good things. He’s not a bad person, but it’s very personal and he spends his time doing only the given tasks. I have a work-life that is neither happy nor rewarding, but I only focus on my personal preferences.
They are obsessed with special hobbies or leave the organization sooner or later and live a soulless work life where they spend every day looking forward to their own free life. Fortunately, inattentive negligence does not harm others or intentionally exert a bad influence. But there is no way to help others or approach them first. I become an employee by myself, completely indifferent to anything other than my own work. Because they do not usually express dissatisfaction with the organization or strongly express their personal opinions, they are perceived as quiet employees with an introverted personality, and live like an invisible person outside the attention of the leader. This avoidance-type negligence is not caused by a bad job, but by the unwillingness to do anything. The avoidance-type negligence is important for the leader’s attention, but management is essential, such as giving a clear goal and rigorously evaluating and checking it. And never let it go away. This is because if you keep it away, you will never do anything that will benefit the organization.
As described above, I thought about the types and characteristics of negligence and the leader’s response methods. Of course, there are more diverse and fundamental types and countermeasures, but I have summarized them briefly out of concern that the types of negligence are diversifying and becoming more intelligent.
Everyone is anxious and tired these days. The act of excessively expressing or intentionally hiding disappointment towards the organization and the leader has created mutant negligence, but a solution has not yet been established. In particular, in a reality where they have to take care of their performance with particularly demanding employees, the worries of a leader may be as varied and complex as the negligence of the employees. Perhaps the desire to neglect is stronger and more desperate for the leader. In any case, an organization that ignores the negligence of its employees is unlikely to survive. This is because the monitoring cost of negligent employees is so high that it is difficult to focus on productive work. Since the employee who chooses negligence has no reason to restrain or withdraw negligence for the sake of the leader or the organization, the cost of monitoring is endlessly injected. So, leaders should not neglect the mutant negligence of their employees. It is best to prevent the appearance of negligence in advance, but if negligence is observed, it is necessary to take an active action at the beginning and wisdom to prevent the same from happening again in the future.