How to Integrate Millennials into Your Business Environment

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Millennials, the generation born between 1981 and 1997, have become the focus of many demographic studies. Because they range in age from 18-34, millennials are studied for their impact on spending habits, shopping experiences, and business and employment (Pew, 2015). … Continue reading

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New Book “Cooperating in the Workplace”

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How to Empower Employees within the Workplace?

                                                                                … Continue reading

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Time Wasting Activities within the Workplace (Don’t Be Apart of Them)


If you work in an office for a small or large organization, you will notice managers, supervisors, and even your co-workers engaging in time-wasting activities during the day. Typical examples of such activities are talking around the water cooler spreading office gossip or sitting in non-productive meetings. These non-productive, time-wasting activities are common in the workplace. This paper’s objective is to help you to identify time-wasting behaviors and what to do about them, based on information gathered through observations in the workplace and recent research articles on the topic. In particular, the paper identifies three areas of non-productivity: preoccupation and not focused on the task at hand, attending useless meetings, and time-consuming communication unrelated to office business. The paper also identifies the time frames during which time-wasting activities occur.

Number of Pages in PDF File: 7

Keywords: Time wasters, Time Management, Workplace, Frivolous meetings, Boring, Preoccupation, Productivity

Darden, Derrick C., Time Wasting Activities within the Workplace (Don’t Be Apart of Them) (June 25, 2015). Available at SSRN:

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He’s Lazy or He’s Lazy Not…

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As a manager of a large product manufacturing plant, you are reviewing the cost of operating all departments under your responsibility in order to efficiently maintain your product line. At the conclusion of your review, you discover one department is … Continue reading

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The Psychological Impact of Working in a Negative-Workplace-Behaviors Environment

Researchers have found a growing national trend in employees experiencing some form of negative behavior in the work environment. Schat, Frone & Kelloway reported in 2006 in a prominent study of U.S. workers that 41.4% or approximately 47 million American workers reported being involved at their workplace with psychological antagonism over the past 12 months (Schat et al., 2006). In a survey conducted by the U.S. government of federal employees, out of forty-two thousand or 58% of those participating in the survey, 13% or 1 in 8 witnessed some kind of form of negative behavior in the workplace (Federal Government, 2012).

Studies into negative work behaviors and their environments have researchers looking at the relationship of work-related psychosocial hazards and relationship to psychological illness. Negative behaviors aimed at an individual or a group of co-workers have various labels such as manipulation and exploitation, bullying, degrading and humiliation, and harassment (Zapf & Einarsen, 2003).

Most recent research has linked negative behaviors to the health of the employee. In a study by Bowling and Beehr (2006), found that various behaviors such as depression, anxiety and physical symptoms had a significant relationship. Other researchers found bullying or negative behavior in the workplace and that employee intention to leave the organization has an indirect link to ill health (Djurkovic et al., 2004).

These studies confirm that when employees experience the negative effects of psychological workplace hazards and the above-mentioned behaviors are prominently displayed amongst the individual or group, it results in high absenteeism and huge turnover rates in the organization.

In a recent study done by the University of Copenhagen psychology department, 2,154 healthcare workers were followed for three years to investigate the risk of turnover when exposed to a negative environment at the workplace. In the first year, the study found that 9.2% of the workers responded to a negative environment on a frequent basis. In years two and three, they saw a strong correlation between frequent exposure to a negative work environment and high turnover rates. This study also pointed out the correlation between the health of the worker and work Conditions (Hogh A, Hoel H, Caneiro IG, 2011b).

Three factors stood out in this study regarding why these workers wanted to quit: poor leadership, constant exposure to negative behavior, and health problems, which can affect the worker in the long term (Hogh A, Hoel H, Caneiro IG, 2011b).

As a result, organizations experience high absenteeism, and high turnover that ultimately end up with low productivity, poor creativity and a decline in work quality (Hogh A, Hoel H,


Caneiro IG, 2011b).

All of this hampers an organization’s ability to compete in a competitive environment, their ability to hire and retain talented individuals, and the fostering of a healthy work environment. Negative behaviors should not be tolerated in the workplace. It is too costly for the organization and the individual. Additionally, it undermines the goals, vision and ultimately the success of the organization.

Whenever this negative behavior is exposed in an organization, a zero tolerance policy should be implemented throughout the organization. Managers and leaders should monitor the work environment on a constant basis. Managers need to keep an open door policy for all employees to talk about problems they may be experiencing in the organization. Seniors managers should conduct town hall meetings with all employees to understand the work climate. Senior managers should be approachable without being judgmental at all times.

In conclusion, a negative workplace environment affects all employees in both the private and government sector. Mitigating and eliminating a negative work environment may save the organization costly medical bills and decrease absenteeism. Negative behaviors can arise in every workplace environment and needs to be dealt with swiftly by upper management and leadership.

Further research is needed to understand the nature, causes, and consequences of negative workplace behaviors, such as aggression, and perhaps most importantly, policies and interventions to reduce such behaviors.



Bowling N.A. & Beehr T.A. (2006) Workplace harassment from the victim’s perspective: a theoretical model and meta-analysis. The Journal of Applied Psychology 91 (5), 998–1012

Djurkovic N., McCormack D. & Casimir G. (2004). The physical and psychological effects of workplace bullying and their relationship to intention to leave: a test of the psychosomatic and disability hypotheses. International Journal of Organization Theory and Behavior 7 (4), 469–497.

Federal government (2012). One in eight feds have witnessed workplace violence in past two years. Federal Government Publication, Baltimore, MD.

Hogh A, Hoel H, Caneiro IG (2011b) Bullying and employee turnover among health-care workers. A three-wave prospective study. Journal of Nursing Management, 19,742-751.

Schat, A.C.H., Frone, M.R., & Kelloway, E.K. (2006). Prevalence of workplace aggression in the U.S workforce: Findings from a national study. In E.K. Kelloway, J. Barling, and J. Hurrell (Eds.), Handbook of workplace violence. Thousand Oaks, CA:SAGE.

Zapf D., Einarsen S., Hoel H. & Vartia M. (2003). Empirical findings on bullying in the workplace. In Bullying and Emotional Abuse in the Workplace. International Perspectives in Research and Practice, 1st edn., Psychiatry and Psychiatric Epidemiology 44, 103- 126.

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The psychological impact of working in a negative-workplace

Researchers have found a growing national trend in employees experiencing some form of negative behavior in the work environment. Schat, Frone & Kelloway reported in 2006 in a prominent study of U.S. workers that 41.4% or approximately 47 million American … Continue reading

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Is praise always a good thing?

     Is it detrimental to praise a child for their intelligence or abilities? As a society we tend to praise and show admiration of our young for their intelligence or abilities. The problem with praising a child is not the … Continue reading

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Diversity in the Workplace

      Most believe and understands that diversity brings more talent to an organization, increases creativity and perhaps leads to higher retention rates. But, in a global economy are organizations buying into the diversity and inclusion concept?  And have organizations made … Continue reading

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Micromanaging: Who’s at fault?

Have you ever had a boss who literally looked over your shoulder while you’re typing a memo or telling you how to do work at which you already are proficient, or second guesses every decision you make. This action have … Continue reading

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