Having good interpersonal skills have played a crucial role in the workplace. Proven in a study conducted on more than 2100 CFOs across 20 industries, the reason why employees failed to advance in a career is mainly due to a lack of interpersonal skills. (Robbins & Judge, 2017)
For example, Mr Lim has supervised the operations department of a printing firm, Easy Printing, for many years, and has been with the company for over 30 years. Workers under his supervision found that Mr Lim was not approachable and did not like him. The operating style of his department remained the same for many years. With over 3 decades of experience with the company, he could have been given a well deserved promotion to become the manager. However, when the manager …show more content…
In addition, measurable targets should be set during the restructuring, so that the entire operations department will be more certain on how much to achieve, rather than to define the best practices on their own, which led to conflicts among the members.
Theory of Equity
When the previous manager of the operations department retired, Mr Lim was expecting to be promoted. However, the company had decided not to promote him, but to hire a young man with paper qualification who is inexperienced in the industry to be the new manager.
Naturally, Mr Lim felt that it was unfair that his 30 years of experience with the company was not recognised. In addition, Mr Toh’s restructuring had indirectly disregarded Mr Lim’s role as the supervisor. Not only until when the dispute arises, Mr Toh did not have a constructive engagement with Mr Lim. Since Mr Toh held a higher position than Mr Lim and was more highly paid, Mr Lim felt a sense of inequity negatively, so he reduced his contributing effort and expected the manager to do more lead the teams. Based on the equity theory, this is one of the options to which an individual may choose during a perceived
For example, Mr Lim has supervised the operations department of a printing firm, Easy Printing, for many years, and has been with the company for over 30 years. Workers under his supervision found that Mr Lim was not approachable and did not like him. The operating style of his department remained the same for many years. With over 3 decades of experience with the company, he could have been given a well deserved promotion to become the manager. However, when the manager …show more content…
In addition, measurable targets should be set during the restructuring, so that the entire operations department will be more certain on how much to achieve, rather than to define the best practices on their own, which led to conflicts among the members.
Theory of Equity
When the previous manager of the operations department retired, Mr Lim was expecting to be promoted. However, the company had decided not to promote him, but to hire a young man with paper qualification who is inexperienced in the industry to be the new manager.
Naturally, Mr Lim felt that it was unfair that his 30 years of experience with the company was not recognised. In addition, Mr Toh’s restructuring had indirectly disregarded Mr Lim’s role as the supervisor. Not only until when the dispute arises, Mr Toh did not have a constructive engagement with Mr Lim. Since Mr Toh held a higher position than Mr Lim and was more highly paid, Mr Lim felt a sense of inequity negatively, so he reduced his contributing effort and expected the manager to do more lead the teams. Based on the equity theory, this is one of the options to which an individual may choose during a perceived