The Set-Up-to-Fail Syndrome  

Oleh:

Barsoux, Jean-Louis ; Manzoni, Jean-Francois

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 76 no. 2 (1998), page 101-113.
Topik: SYNDROMES; employee attitude; interpersonal behaviour; interpersonal relations; organizational behaviour

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.13 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Why do some employees perform poorly ? Most managers would answer this question by ticking off a list that includes weak skills, insufficient experience, inability to prioritize assignments, or sometimes even a lack of motivation. In other words, most managers would contend that poor performance is the employee's fault. But is it ? Not always, according to Jean-Francois Manzoni, assistant professor at INSEAD, and Jean - Louis Barsoux, research fellow at INSEAD. Their research with hundreds of executives strongly suggests that it is bosses themselves - albeit accidentally and with the best intentions--who are often responsible for an employee's sub-par achievement. They call this dynamic "The Set - Up - to - Fail Syndrome," and in this provocative look at what makes - and sustains - dysfunctional work relationships, the authors conclude with a detailed description of how to break out of the negative spiral that can drain both individuals and organizations of valuable productive energy.

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