Do Serious Employees Get Paid More Or Do Good Employees?
Sometimes It’s Not A Bad Idea To Ditch The Humor In The Workplace And Be Serious. New Research Shows That Serious And Outspoken People Get Paid More Than Shy People.
The research that was published in this connection and the results of which were published a while ago focuses on the issue of whether serious and honest people are replacing excellent and famous people.
The most recent study in this field shows that compliant employees receive less income than those who are not compliant and seek to demand their rights. It is especially true for men.
This research shows that people whose level of compromise in the work environment is less than average receive 18% more salary than men who are satisfied with the conditions. In this regard, women who are frank and express themselves are about 5% more popular than their counterparts in the workplace and receive salaries.
Livingston, an assistant professor of human resources studies at Cornell University, says: “It seems that famous and good-natured people are gradually giving way to people who are severe and more uncompromising with the environment.
“People who openly express their opinions to get more salaries.”
Dr. Livingston and Charis Hurst of the University of Western Ontario reported their findings on Monday, July 10, 2021, at the Academy of Human Resource Management’s annual meeting in San Antonio. The achievements of this research team have been published in the Journal of Personality and Social Psychology.
The researchers analyzed data collected over the past 20 years and the results of various surveys. They looked at more than 10,000 workers working in industries of different age groups and receiving other wages.
In addition, they conducted independent research on 460 business administration students, asking them to act as human resource managers of a hypothetical company and provide explanations for consulting job applicants.
This research showed that people with a lot of compatibility with the environment have very little chance of getting their desired job, or if they are hired, they receive a small salary. In their research, the researchers pointed out that the working conditions may be more difficult for flexible men than for serious ones. Dr. Livingstone says:
Frankness is not always pleasing!
Other research conducted in this field shows that speaking up is not always in the best interests of employees or businesses. A June 2021 paper published at the annual meeting of the American Psychological Association found that 86 percent of 289 workers in the manufacturing and healthcare industries reported experiencing intolerant working conditions and, in some cases, faced written reprimands and derogatory remarks.
Indiana University business professors John Trudel and Florida International University‘s Selian-Marion and Thomas Reeve believe such behaviors, actions, and reactions cause severe damage to organizations.
Dr. Livingston says, “Such interactions lead to managers being ostracized by employees when they may be rewarded for doing so.” You can point out that this is what creates value for the company, but the reality is that you are doing irreparable damage to your organization.”
“Lockerz is a 65-person social business company based in Seattle, and as emphasized in its employee handbook, the company’s policy is based on two principles,” said Kathy Savitt, CEO, and founder of the Kathy Savitt Institute.
It works without rejection and separation. Of course, you should pay attention to the critical point that there is a big difference between compromise and respect. We will not talk about being nice, accommodating, or civil. We have discussed these concepts in detail, but we have been concerned less about respectability.
Paul Purcell, CEO of Robert W. Baird & Co., A financial services company with 2,700 employees, has an odd stance that it does not hire or tolerate idiots. He points out that many candidates do not even make it to the interview process.
He says: “This company fired at least 25 employees for not paying attention to the company’s policies.”
Human resources consulting firm Development Dimensions International, based in Pittsburgh, has organized special courses for managers focusing on interactive management with employees. This course teaches managers interpersonal skills such as teamwork, conflict management, and how to respond to employee behaviors.
“They learn motivational and nurturing skills,” says Jim Davis, DDI’s workforce and service development vice president. Our work experience shows that after the end of these meetings, managers have been able to experience a 20% increase in income in the first year based on interactive management.
Without interaction, learners do not see a motivation to continue the course, and learning is not complete. But the discussion of interaction in the learning environment is much more complicated than the traditional models.
This point is enough to force education teachers to think more about the issue of interaction. Interactive management has three main characteristics of being collaborative, continuous, and reverse.
Interactive management is used as a tool to increase managers’ control over the future and show an effective response to uncontrollable changes to build the desired end.
