How to Minimize Negativity In the Workplace

Employees who point out problems in the office may help the company improve, but could be hurting themselves in the process. Such negative-minded workers are more likely to become mentally fatigued and defensive and experience a drop-off in production, according to a first-of-its-kind study by Michigan State University researchers.

Suggesting ideas for improvement, on the other hand, can have a positive effect.

While both behaviors can help a company, it’s important that workers find a balance between the two, suggests Russell Johnson, a management professor who co-authored the study with doctoral student Szu-Han Lin. 

“The moral of this story is not that we want people to stop raising concerns within the company, because that can be extremely beneficial,” said Johnson, a faculty member in MSU’s Broad College of Business. “But constantly focusing on the negative can have a detrimental effect on the individual.”

With a background in organizational psychology, Johnson investigates the well-being and motivation of today’s worker. His research, which ranges in scope from the effects of nighttime smartphone use to the downside of being a fair boss, has implications for both employee quality-of-life and company success.

The current research is the first to examine the effects of positive and negative workplace suggestions on the individual engaged in the behavior. The study involved two field surveys of more than 300 total workers in a variety of occupations such as accounting, retail, manufacturing and health care.

Johnson said workers who regularly point out problems or errors might be mentally fatigued because this often means they’re highlighting other workers’ shortcomings and causing tension in these relationships.

“The irony of that is, when people are mentally fatigued they’re less likely to point out problems anymore,” Johnson said. “In addition, their own work performance suffers, they’re less likely to be cooperative and helpful, and they even exhibit deviant behaviors such as being verbally abusive and stealing from the employer.”

Instead of relying on the self-chosen few to highlight the majority of problems in the work environment, create systems to combat negativity at the onset, before the energy infects the culture and degrades morale.

Provide Decision Making Opportunities For All

Provide opportunities for people to make decisions about and control and/or influence their own job. The single most frequent cause of workplace negativity is traceable to a manager or the organization making a decision about a person’s work without their input. Almost any decision that excludes the input of the person doing the work is perceived as negative.

Make opportunities available for people to express their opinion about workplace policies and procedures. Recognize the impact of changes in such areas as work hours, pay, benefits, assignment of overtime hours, comp pay, dress codes, office location, job requirements, and working conditions. These factors are closest to the mind, heart and physical presence of each individual. Changes to these can cause serious negative responses. Provide timely, proactive responses to questions and concerns.

Implement Policies Based on Fairness and Respect

Develop and publicize workplace policies and procedures that organize work effectively, and apply them consistently.

Start from a position of trust when you hire a new employee. Verify their performance, truthfulness, and contribution over time to confirm your original position. Do not start from a position of believing that people must earn your trust. That positioning ensures that negativity will take over in your workplace. Employees have radar machines and they are constantly scoping out their work environment. If you don’t trust them, they will know you don’t. Treat your employees as if they are trustworthy and worthy of your respect–because they are.

Do not create rules for all employees when just a few people are violating the norms. You want to minimize the number of rules directing the behavior of adult people at work. Treat people as adults and they will usually live up to your expectations, and their own expectations.

Help People Feel Included

Each person wants to have the same information as quickly as everyone else. Provide the context for decisions, and communicate effectively and constantly. You cannot over-communicate if your desire is to reduce negativity and gain the confidence and support from your employees. Provide the context for decisions and communicate effectively and constantly. If several directions are under consideration, communicate all that you know as soon as you know it. If they don’t feel like members then the output will never be satisfactory.

Provide Opportunities for Growth and Development

Afford people the opportunity to grow and develop. Training, perceived opportunities for promotions, lateral moves for development, and cross-training are visible signs of an organization’s commitment to staff. For example, at Nascenia, an award winning software company, employees are never bored as they are moved continuously in different projects. Make your commitment to employee growth and development by creating mutually developed career path plans for every employee.

Share the Bigger Picture

Provide appropriate leadership and a strategic framework, including mission, vision, values, and goals. People want to feel as if they are part of something bigger than themselves. If they understand the direction, and their part in making the desired outcomes happen, they can contribute more. People make better decisions for your business when you empower them with the information they need to make decisions that strategically align with your overall direction.

Reward Positive Behavior

Provide appropriate rewards and recognition so people feel their contribution is valued. The power of appropriate rewards and recognition for a positive workplace is remarkable. Suffice to say, reward and recognition are two of the most powerful tools an organization can use to boost staff morale. Managers just need to find out the good works of their subordinates and keep rewarding and advertising those works to all.

Nothing affects employee morale more than persistent workplace negativity. It drains the energy of your organization and diverts critical attention from work and performance. Negativity can occur in the attitude, outlook, and talk of one department member, or in a climax of voices responding to a workplace decision or event.

Manager and HR professionals are closely in touch with employees throughout the company, from employee complaints, to exit interviews with employees who leave, and know the reputation of your organization in your community. You watch the discussions on employee intranets, manage the review and feedback process, and coach managers on appropriate staff treatment.

This information helps you learn to identify the symptoms of negativity before its morale-busting consequences damage your workplace. It will also assist you in preventing and curtailing workplace negativity. Remember that the best way to combat workplace negativity is to keep it from occurring in the first place.