Managerial Communication Techniques for Resolving Employee Disruptions (1999)

INTRODUCTION Both managers and employees need to take more than skills into the workplace; they need to take with them managerial communication technologies. These technologies provide the necessary tools to cope with difficult and disruptive employees. Many workers and managers are ill prepared to cope with the day-to-day problems caused by these difficult employees. Indeed, much of the stress that is generated in a work setting is caused by disruptive employees. Yet, little attention has been given as to how good managerial communication can help in dealing with subordinates, coworkers, and bosses who exhibit poor behavior. Interacting with one's peers calls for a different set of behaviors than those used with superiors and subordinates. In superior-subordinate situations, organizations have systems of authority and status and power that are usually well-defined but not necessarily well-implemented (Arnold & Roach, 1992). This paper will describe the characteristics of disruptive employees, some the reasons for their behavior, the costs to employers, employment practices liability insurance, and good managerial technologies managers can bring to bear to deal with difficult behavior and enhance workplace performance. CHARACTERISTICS OF DIFFICULT EMPLOYEES Sometimes characteristics of difficult people are hard to identify when first encountering them in the workplace because human behavior is extremely complex. However, some warning signs of difficult employees include: * has difficulty accepting authority/criticism * holds grudges-especially against managers * sabotages company property and/or equipment * physical/verbal intimidation * argumentative/uncooperative * has difficulty controlling temper * has sense of entitlement (Johnson, Kurutz, & Kiehlbauch, 1995). A difficult employee is viewed by his coworkers as insensitive, arrogant, abrasive and not a team player. S/he doesn't choose his/her battles, doesn't know when to quit, and ends up in numerous scrapes with peers (Marsh & Arnold, 1988). Not surprisingly, difficult employees can do a great deal of damage. Because the employee does not always complete assignments, the work is assigned to someone else. Those coworkers will directly or indirectly express their feelings in loss of respect for the supervisor, in group feelings of anger, in declining work performance and in poor morale (Sparber, 1987). There are many kinds of difficult and disruptive employees. For example: * The Rabble Rouser--breeds discontent and can spoil the morale of an entire group. Interestingly enough, Tom Peters, author of many management books, recommends that a should within 12 months, promote to a position of significant responsibility at least one rabble rouser who often doesn't agree with the manager (How to Handle Rabble Rousers, 1997). * The Clinging Vine--has an excessive need to be cared for by others. Lacking in self-esteem, the Clinging Vine constantly looks to others for guidance and validation. The Clinging Vine tends to be self-deprecating and morose. The Vines are quick to accommodate others by suppressing their own feelings in order to maintain a pleasing image (McDonald & Less-Haley, 1996). * The Intimidator--intimidates others by their loudness and abrasive behavior (Yandrick, 1997). They take center-stage at meetings and they out-shout their colleagues when presenting their point of view. * The Egoist--has an inflated self-appraisal combined with a lack of empathy for others. They overestimate their own knowledge, importance, power, and work product. They have an inflated opinion of their abilities and accomplishments and resent the failure of others to appreciate their exceptional qualities. Yet, at the same time, they have a fragile self-image that requires constant bolstering by others (McDonald & Less-Haley, 1996). …