Hi there,
Let me start by saying what I mean by Retaliation here.
Managing Employee Retaliation
Usually, when we talk about retaliation, people think of violence or aggression.
That might be true in movies or cinema, but in organizations, employees usually use indirect retaliation strategies so that they can harm the organization without losing their jobs.
A common example of this is when an employee starts working fewer hours when they don’t get a pay raise and want to get even with their manager or employer.
I recall a conversation I had about 2-3 years ago with a district manager overseeing around 100 nurses.
During a coaching session, she shared her stress and concerns, particularly about one nurse’s potential actions in the coming weeks.
This nurse, known for being both extroverted and highly competent, was very eager to transition to an office job at headquarters when a position opened up.
She had reached out to all the executives there and told her colleagues she was certain she would get the job because she was a perfect fit.
However, the company chose an external candidate for the role.
After this decision was announced, the once enthusiastic nurse became very silent.
The district manager explained that while the nurse had set herself up for this disappointment, she was worried about the implications for her team, her patients, and the organization as a whole.
The manager had heard from others that the nurse now felt “betrayed and embarrassed,” and had mentioned she intended to “get even with them.”
Summary of Research
As humans, we naturally feel the urge to retaliate against perceived unfair treatment and punish those we hold responsible for our problems.
This instinct, if not managed properly, can cause significant issues within organizations.
Employee retaliation often manifests in subtle but harmful ways, such as “stealing office supplies or snacks”, “underperforming”, “withholding knowledge”, and “not providing exceptional client service”.
To better understand this issue, researchers conducted a study with 240 employees at a manufacturing plant in the US.
They discovered that employees are likely to retaliate against their employer if they perceive the employer’s decisions as unpleasant and unfair.
However, this retaliation occurs only under two conditions: (1) employees are unaware of how the decision was made and what was the criteria and the process, and (2) they perceive their senior leaders and direct managers as generally unfair.
One of the most important takeaways from this research is that employees are more likely to tolerate unfair decisions here and there when their managers treat them with respect and dignity on a regular basis.
So an employee may be very upset if they don’t get the promotion, but if they have a good relationship with their manager, it is easier for them to move on without retaliating against the organization.
So what does this mean for leaders?
It means whatever decision you make as a leader, there is a big chance that a group of people is going to find your decision unfair to them (like promoting one person out of 10 candidates)
So the best you can do is (1) to be as TRANSPARENT as possible about the process and criteria you used to reach that decision or outcome.
And (2) Set up one-on-one meetings with each individual to maintain a POSITIVE RELATIONSHIP with them.
What does this tell us at the end of the day?
It tells us 3 things:
(1) Employee Retaliation is a natural human factor that needs to be managed. Giving leaders training in what this means and how to manage it is very important and can save organizations a lot of money in saved productivity.
(2) Whatever decision you make, if there is a chance of upsetting some people, make sure to be as TRANSPARENT as possible about the process and criteria you used to get to that decision. Employees may not like the outcome of your decision, but they will become more tolerant when they find your procedure fair and unbiased.
(3) When you want to deliver bad news to employees, make sure a manager who has a good rapport and relationship will talk with folks who got the bad news to debrief them. Employees are less likely to retaliate after hearing bad news if they have a good relationship with their manager.
In conclusion, managing the natural human inclination towards retaliation is essential for maintaining a healthy and productive workplace.
Research shows that employees are more likely to retaliate when they perceive decisions as unfair and are unaware of the decision-making process.
Leaders can mitigate these risks by being transparent about their decisions and fostering positive relationships through regular, open communication.
By prioritizing fairness and clarity, leaders can create a work environment that is conducive to healthy high performance.
Reference: Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82(3), 434–443.
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