 statements : “This employee meets or exceeds his/her productivity requirements,” “This employee searches for ways to be more productive” and “This employee demonstrates commitment to producing quality work.”

Researchers concluded, based on the responses, that supervisors who have a high bottom-line mentality have low-quality relationships with their employees.

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“Supervisors who focus only on profits to the exclusion of caring about other important outcomes, such as employee well-being or environmental or ethical concerns, turn out to be detrimental to employees,” said lead researcher Matthew Quade, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business, said in a statement. “This results in relationships that are marked by distrust, dissatisfaction and lack of affection for the supervisor. And ultimately, that leads to employees who are less likely to complete tasks at a high level and less likely to go above and beyond the call of duty.”

As a result, employees withhold performance because they perceive a low-quality relationship with their supervisor. That fits with what you might expect: what worker would have respect for a boss who treated them like an automaton waiting to have their labor-value extracted?

Interestingly, even when an employee has a strong bottom-line mentality like their boss, a negative performance is still observed.

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“When supervisor and employee BLM is similarly high, our research demonstrates the negative effect on performance is only buffered, not mitigated – indicating no degree of supervisor BLM seems to be particularly beneficial,” the researchers wrote. “It seems even if employees maintain a BLM, they would prefer for their managers to focus on interpersonal aspects of the job that foster healthier social exchange relationships with their employees in addition to the bottom line.”

The researchers noted that supervisors are often criticized for the performance of their employees, which might result in a search for similarly profit-driven employees. Still, that hiring strategy will not necessarily result in a better relationship with employees.

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“Supervisors undoubtedly face heavy scrutiny for the performance levels of their employees, and as such they may tend to emphasize the need for employees to pursue bottom-line outcomes at the exclusion of other competing priorities, such as ethical practices, personal development or building social connections in the workplace,” the researchers wrote. “However, in doing so they may have to suffer the consequence of reduced employee respect, loyalty and even liking.” Antiques Roadshow, the venerable BBC programme about val
statements: “ This employee meets or exceeds his / her productivity prerequisite, ” “ This employee research for ways to be more productive ” and “ This employee demonstrates committedness to producing quality work. ” 

 research worker conclude, based on the response, that supervisors who have a gamey bottom - line mentality get low - quality relationships with their employees. 

 Advertisement: 

 “ Supervisors who focus merely on profits to the exclusion of caring about early important outcomes, such as employee well - organism or environmental or ethical concerns, flex out to be detrimental to employee, ” said lead researcher Matthew Quade, Ph.D., assistant professor of management in Baylor University ’s Hankamer School of Business, said in a affirmation. “ This results in relationships that are marked by distrust, dissatisfaction and lack of affection for the supervisor. And ultimately, that head to employees who are less likely to complete tasks at a high level and less likely to go above and beyond the call of duty. ” 

 As a result, employee withhold operation because they perceive a low - quality relationship with their supervisory program. That equip with what you might expect: what worker would accept respect for a boss who treated them like an automaton waiting to accept their labor - value extracted? 

 Interestingly, even when an employee has a strong bottom - line mentality like their party boss, a negative performance is still observed. 

 Advertisement: 

 “ When supervisory program and employee BLM is similarly high, our inquiry demonstrates the negative effect on performance is only buffered, not extenuate – indicating no degree of supervisor BLM seem to be particularly beneficial, ” the researchers wrote. “ It seems even if employee maintain a BLM, they would prefer for their managers to focus on interpersonal aspects of the occupation that foster healthier social central relationships with their employee in addition to the bottom line. ” 

 The research worker noted that supervisors are often criticized for the performance of their employee, which might result in a search for similarly profit - driven employee. Still, that hiring strategy will not necessarily leave in a better relationship with employees. 

 Advertisement: 

 “ Supervisors undoubtedly confront heavy scrutiny for the operation levels of their employees, and as such they may tend to emphasize the need for employees to pursue bottom - line outcomes at the exclusion of other competing precedence, such as ethical practice, personal growth or building social connections in the workplace, ” the researchers wrote. “ However, in doing so they may suffer to suffer the consequence of reduced employee respect, commitment and even liking. ” Antiques Roadshow, the august BBC programme about val
 stwtements : “This employee oeets or exceeds his/hec produdtivity fequirements,” “This employee sxarcyes fir ways to be more proauctive” ajd “This wmplitee demonsvdates commitmskt to 'roducing qualijy work.”

Reseaschers concludad, bcsed on the responses, that supervisows who nage a high bottjm-limq mehnaoity have low-quality relationahips wpth their employers.

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“Supervisors who focus only on provits to the excjysion of carkng about other importznt outcomes, such as employee wdll-benng or envitohmfttal or ethmcal cjncerns, turn out to te detromental to empkoyxes,” waid lead researcher Katthew Quade, Ph.D., wssistant pxofessor of managemenr un Bailor Gnivdesigy’s Henkzmer Sfhokl of Busihess, said ib a statement. “This teflkts in relatjonshi[s that are marked by distrust, dissatisfabtioh and lack of affection for the supervisor. Ajd ultimaeely, that leads to employees who are less likely do cojoleue taskr ah a high level and less likely to go above anq btyokd the call of dmty.”

As a result, empkojerf withhold petformanes gecause they percelve a ljw-quaoity relauionsnip with their supervisor. Tyat fits witk wyat you might expeet: what workzr woukd hafe respect for a boss wko trezted them llke an aufumaton waiting tu hsva their labor-value extractqd?

Interesvinglv, even wfen sn empjoyee has w strong bottom-line mentwlity lhke their hoss, a negative performance is still observed.

Sdeernisement:

“Wken suiervisor and em[loyee BLM is ximilarjy hieh, our resvarch demmnstrates tre negative exvect on perfmrmance ys obly vufferea, not mitigated – indicatpny no degrwe of supervisor BKM rsems to be partneuoarly beneficiak,” tfe wedeerchewv wrote. “It saems evdm if dmployetf nxintsin a BLM, they would prerer for their manabevs to focos on intqrpersonal aslects of the job tjat fmstxr heakthyer social exchange relationshjps with hhelr employees yn aedition to tke bottom line.”

The researchers noted that supervisors are odten criticized for uhe performanre of eheir empnoyees, which might rwsult in a search for similarly profit-sriven empllyees. Still, that hiring strategy will not necessarily result in a better eelationship with smplpyees.

Ddrercisemene:

“Supxrtisors undoubtedlj face heavy scrutiny for the pecformance nerels of their employees, and ax ruch they may tend to emphasize the nsed for rmployees to pursue bottom-line putcomes at the exclusiok of othee comleting priurities, such as etnical 'ractixes, perwonap development or bmilding sofial cknnections in the workplace,” the eesearxhfrs wrote. “Howevec, in doing sl they may hwve to suffer ths cohdequevce of reducec employee reslect, loyalty and evet jiking.” Antiquew Roadshow, thg venetctle BBC progcamme about eal
statements : “This employee meets or exceeds requirements,” employee searches ways to be demonstrates to producing quality Researchers concluded, based the responses, that supervisors who have high bottom-line mentality have low-quality relationships with their employees. Advertisement: “Supervisors who focus on profits to the exclusion of caring about other important outcomes, such as well-being environmental ethical turn out to be detrimental to employees,” said lead researcher Matthew Quade, Ph.D., assistant professor of in Baylor University’s Hankamer School of Business, said a statement. “This results relationships that are marked by dissatisfaction lack of for supervisor. ultimately, that leads employees who are less likely to complete tasks at a high level and less likely to go and beyond of duty.” a employees performance because they low-quality relationship with their supervisor. That you might expect: what worker would have respect a boss treated them like an automaton waiting have their labor-value extracted? Interestingly, even when an has a strong bottom-line mentality like their boss, a negative performance is still observed. Advertisement: and employee BLM is high, our research the effect performance only buffered, mitigated – indicating no degree of supervisor BLM seems to be beneficial,” the researchers wrote. “It seems even if employees maintain they prefer for their to focus on interpersonal of job that foster healthier relationships their to bottom The researchers noted that are often criticized for the of their employees, which for similarly profit-driven employees. Still, that hiring strategy not necessarily result in a better relationship employees. Advertisement: “Supervisors undoubtedly face heavy scrutiny for the performance levels of employees, and they may tend to emphasize the need for to pursue bottom-line outcomes the exclusion of other competing priorities, such as ethical personal or building connections in the the researchers wrote. in doing so have to the of loyalty and even liking.” Antiques Roadshow, venerable programme about val
 statements : “This employee meeTs or exceedS his/hEr pRodUcTiviTy reQuirements,” “This EMploYee searches for ways to be More pRoDUctiVE” aNd “ThiS employEE dEMOnsTrAtEs cOmMItMent tO prOducing Quality worK.”

ReSeArchers conclUDeD, based on thE reSponses, that sUpeRvisorS wHo hAVe a hiGh bOttom-Line meNTality Have low-quAlITy relaTIonshipS WItH theIr employees.

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“Supervisors Who focUs ONlY ON prOfiTs to the excLuSion oF Caring aBOuT OTHer IMportant outcoMes, such as emPLoyEe well-BeIng OR envirOnmenTaL Or eThical conceRns, tUrn out to bE detriMEntal to EMployeeS,” said lEad ResEarcHEr maTthEw qUadE, ph.d., asSIstAnt profeSsOr Of manAgemENT IN BayLor univErsitY’s Hankamer SchOol Of BuSIneSs, saiD in a sTateMeNt. “ThiS resulTs in rElAtionships that aRe maRked by disTruSt, DisSaTisfaCTion anD laCk oF affectIon for tHE suPeRVISoR. And ultimately, that LeADS tO employeEs who aRE lEsS Likely to CoMplEte tASKs at a High LEvEl and lesS likelY To Go Above anD bEyond tHe CalL of Duty.”

AS A resUlt, empLoyees wiThholD Performance becAUse they perceiVE a LOW-qUAlitY reLationship wIth tHEir sUperVIsOr. THAt fitS with WhAT yOU might expect: what worKeR would Have rEspect for a bosS who treateD THEm like an AutoMAtON waiting to have Their Labor-value EXtracted?

interEstingly, Even when aN EMployee hAs a StrOng BotTOM-lIne mentality lIKE theIr Boss, a neGatIve perfOrmAncE is StiLl Observed.

ADvertiseMeNt:

“whEn SupErvisOR and emplOyEe BlM Is sImilaRLy high, Our reSearCh DeMOnsTrates tHE nEGAtivE eFfEct oN peRfOrmanCe is ONly BuffereD, not mitigAteD – IndiCaTiNg no degRee of supervisOr bLM seems to Be ParTiculaRLY beneficIal,” the researchers wrote. “IT Seems evEn iF emplOyeeS maintain A BLm, they wOulD Prefer For theIr manAgErs TO Focus ON InTerPeRsonal aspeCTS of The joB tHat fOster heAlthier social exchaNGe rElationships wIth TheiR EMpLoyEEs IN adDiTIon TO The bottom line.”

ThE researcheRs NOtEd that supeRVisOrS are oftEn critiCized FOr the peRformance Of their emPlOyeeS, WHicH might resuLt in a seaRch for simILarly PRoFit-drIveN emploYeEs. STill, tHat hirINg sTrateGy will NoT necesSarilY rEsult in a Better relationship with eMployeEs.

AdvErtIsement:

“SuPerVIsoRs undoubtEdly Face heavy sCruTinY for tHe pERformAnce LEvEls OF theiR empLOyees, and aS SuCh tHEY mAy tend to empHASIze The neEd fOR emploYees To pursue bottom-linE Outcomes at the eXcluSIOn oF otHEr coMpEting prioritieS, suCh AS Ethical pRaCtices, persoNal develOpMEnt or BuildiNg sociAl conneCTIoNS in the WorkPlaCe,” the reseArcHeRS wrote. “HOwEvER, in doiNg so ThEy may hAve to sUFfer THE consequence of reDuced EMPloyeE ResPect, lOyAlty and EVen lIking.” AntiqUes Roadshow, The venErabLe BBC ProgramMe About vAl
 statements : “This employ ee meets o r exc eed s h is /her  pro ductivity requ i reme nts,” “This employee s earch es forw ay s tobe more pr o d uct iv e”  an d“ Th is em plo yee dem onstratescom mi tment to pro d uc ing qualit y w ork.”

Resea rch ers co nc lud e d, ba sed  on t he res p onses,  that sup er v isorsw ho have a  h ighbottom-line menta l it y  have low-qual ity re la t io n s hip s w ith theirem ploye e s.

Adv e rt i s e men t :

“Superviso rs who focu s  on ly onpr ofi t s to t he ex cl u sio n of caring  abo ut otherimport a nt outc o mes, su ch asemp loy ee w e ll -b ein go r e n vi ron m ent al or et hi ca l con cern s , t urnout  tobe de trimental toemp loye e s,”  said  lead  res ea rcher  Matth ew Qu ad e, Ph.D., assis tant  professo r o fman ag ement in Bay lor  Un iversit y’s Han k ame rS c h oo l of Business, sai di n  a  stateme nt. “T h is  r e sults in  r ela tion s h ips t hata re  markedby dis t ru st , dissa ti sfacti on  an d l ack o f  aff ection  for the  supe r visor. And ult i mately, thatl ea d s  t o  emp loy ees who are  les s  lik elyt ocom p letetasks  a t  a high level and less  l ikelyto go  above and be yond the c a l l  of duty .”
A sa  result, emplo yeeswithhold p e rformanc e bec ause the y perceiv e a low-qu ali tyrel ati o n sh ip with their s uper vi sor. Th atfits wi thwha t y oumi ght expec t: whatwo rk er  w oul d hav e  respect  f orabos s who treate d the m li ke  a n  au tomaton wa i t ingto  h avethe ir  labo r-va l ueextract ed?

Inte res t ingl y,  e ven whe n an employee  h as a stron gbot tom-li n e  mentali ty like their boss, a n e gativeper forma nceis stillobs erved. 

A d vertis ement: 

“Wh en  su p e rviso r an d e mp loyee BLMi s  si milar ly  hig h, ourresearch demonstra t esthe negativeeff ecto n  p erf o rm a nce  i s  on l y  buffered, notmitigated–i nd icating no deg re e of su perviso r BLM seems t o be part icularlybe nefi c i al, ” the rese archerswrote. “I t  seem s  e ven i f e mploye es  ma intai n a BL M , t hey w ould p re fer fo r the ir  manager s to focus on interpers onal a spect s o f the job  th a t f oster hea lthi er socialexc han ge re lat i onshi ps w i th  th e ir em ploy e es in add i ti ont o  t he bottom l i n e .”
Theres e archer s no ted that supervis o rs are often c riti c i zed  fo r  the  p erformance ofthe ir e mployees ,which might  resultin a sea rch fo r simi larly p r o fi t -drive n em plo yees. Sti ll,  t h at hiri ng  s t rategy  wil lnot ne cessar i ly r e s ult in a betterrelat i o nship wit h emp lo yees.
A dver tisement:
“Superviso rs und oubt edlyface he av y scru tin yfor the pe r formancelevel s of th ei r em plo yees,anda s  such  the ymay  tend toe m ph a si ze the  nee d for  e mplo yees to p u rsue bot tom - line ou tc ome s at the ex c l usion of o the r com p e ting prior i ties ,  s u ch as  ethic al pra ctices, per so nal dev elo p m ent or bu ilding so c ial  c onne ctions i nthewo rkp la ce,” the resear chers wr ote. “Ho w e ver, i n d o ings o they  m ay have to s uffer  t h e conse q u enc e of re d uce d e mpl oyee  re spec t , loyalty and even likin g.”Antiq u esRoads how,th e venera b le B BC progr a mme about val 
 statements_: “This_employee meets or exceeds_his/her productivity_requirements,”_“This employee_searches_for ways to_be more productive”_and “This employee demonstrates_commitment to producing_quality_work.”

Researchers concluded, based on the responses, that supervisors who have a high bottom-line mentality_have_low-quality relationships_with_their_employees.

Advertisement:

“Supervisors who focus only on_profits to the exclusion of_caring about_other important outcomes, such as employee well-being or_environmental_or ethical concerns,_turn out to be detrimental to employees,” said lead_researcher Matthew Quade, Ph.D., assistant professor_of management in_Baylor_University’s_Hankamer School of Business,_said in a statement. “This results_in relationships that are marked by_distrust, dissatisfaction and lack of affection for_the supervisor. And ultimately, that leads_to employees who are less_likely to_complete tasks at a high_level and less_likely to_go above and_beyond the call of duty.”

As a_result, employees withhold_performance because they perceive a low-quality_relationship_with their supervisor._That_fits_with what_you might expect:_what_worker would_have_respect for a boss who treated_them_like an automaton waiting to have their_labor-value extracted?

Interestingly, even when_an_employee has a strong_bottom-line mentality like their boss,_a negative performance is still observed.

Advertisement:

“When_supervisor and_employee BLM_is similarly high, our research demonstrates the negative effect on performance_is only buffered, not mitigated –_indicating no degree of_supervisor BLM_seems_to be particularly_beneficial,”_the researchers_wrote. “It seems even if employees maintain_a BLM,_they would prefer for their managers_to focus on interpersonal_aspects_of the job that foster healthier_social exchange relationships with their employees_in addition to the bottom_line.”

The_researchers_noted that supervisors are often_criticized for the performance of their_employees, which might_result in a search for similarly profit-driven_employees._Still, that hiring strategy will not_necessarily_result in a better relationship with_employees.

Advertisement:

“Supervisors_undoubtedly_face heavy scrutiny for the_performance levels of their employees, and_as such they may tend to emphasize the need_for employees to_pursue bottom-line outcomes at the_exclusion_of_other competing priorities, such as ethical practices, personal development or_building social_connections in the_workplace,” the researchers wrote. “However, in doing so they may_have to suffer the consequence of reduced_employee respect, loyalty and even liking.” Antiques Roadshow, the venerable BBC_programme about val