Many companies experiencing major success fail to remember that at any point in time, there is a transition process taking place. Constant change is the only aspect of a business that is guaranteed. As managers, we must constantly evaluate both where the company is at the moment, and where it is...

Purpose – This paper aims to review research about four forms of deviant employee behavior: unexplained absenteeism/tardiness, employee theft, incivility, and violence. It is believed that, when an organization and its managers are perceived to be fair and supportive, employee deviant behavior...

Purpose – The purpose of this paper is to examine the nature, strength and significance of the links between organisational justice, job satisfaction and work performance. Design/methodology/approach – Using a self‐administered questionnaire 1,500 employees from 29 organisations were...

Purpose – The authors share the observations of a combined 70 years of consultation with organizations, and input from tens of thousands of worldwide employees, to explore conventional barriers encountered in the work environment and how to “break‐out‐of‐the‐box” to find more...

Purpose – The purpose of this paper is is to depict an example of an abusive, bullying manager; suggest what effects those abusive practices were having on individuals and the organization; note the potential ethical, legal and organizational issues involved; prompt analysis of organizational...

Purpose – Lees's “ten faces” description of organizational rationales for investing in management development reflected a personal assessment which was not grounded in empirical data. Although frequently discussed and cited since, no critique of the model, or discussion of the ethics of...