HR HIGHS
When optimisim erodes, anger explodes
Anger, hurt, irritations are especially on the rise, as recession woes and layoffs adversely affect employee morale. Employees are hurt at sudden layoffs and even more hassled by the increase in work this results in. There is insecurity; anger, hurt and stress on the rise and tempers fly easy in such situations
An angry worker is an unproductive one and can further permeate this with his un-co-operative attitude. Worse still, his discontent can be contagious spreading to other workers or making their work lives difficult. As per research studies done by Yale scholar Sigal Barsade and Donald Gibson of Fairfield University, one out of every four employees is rather angry at work. This anger, Gibson states, is most often directed at the organisation or the worker’s direct seniors. It emanates from a feeling of wrong being done. This is obviously on a rise during layoffs.
To tackle anger one can:
Identify the angry: Anger is best nipped in the bud before it escalates and for this the management needs to recognise its early signs. Frequent lateness, snapping at co-workers, disgruntled attitude, negative or cynical comments about the company, managers or colleagues, irritable bouts are all signs of building anger and should be noticed and not ignored.
Sensitise people: Anger management in difficult times, is never an easy task. It requires skill and aptitude. Managers, team leaders need to be made aware of various anger management techniques. A quick seminar with a psychologist on anger management techniques, an e-course or even handouts and books can help create awareness and disseminate required skills.
Draw limits: Identify anger limits that will be tolerated and dealt with gently and what will be classified as sheer bad behaviour. The management has to be sympathetic to those that are bogged by the uncertainty of layoffs, are plain scared, have performance worries or are buckling under work pressure. Yet showdowns, sarcasm and gossip cannot be tolerated. The managers have to publicly state disapproval of outbursts when their magnitude is of high decibel levels. Be firm with the badly behaved and sympathetic to those that are truly bogged by a problem. Let it be known that sheer bad behaviour will not be tolerated.
Recognition:Once you’ve identified the person with genuine anger or irritation problems it is time to tackle the core issue. One needs to recognise that the person has a problem and let him know that you are empathic towards him, are willing to listen and find a solution. Often anger results from a feeling of being uncared for. Private meetings with a disgruntled employee, a warm conversation all show that the person’s problem is being recognised and will be addressed.
Expression: Irritations when bundled together can explode into conflicts with others. Hence letting steam off regularly and finding a group of concerned listeners does diffuse the potential danger. The organisation can create a forum for discussion of issues, moderated by a trained manager to help workers let off steam and discuss their problems. A private meeting with managers can also serve the same purpose.
Core issue: Irritations, exasperation, expression of annoyance, frustrations are all manifestations of anger. In a recession the underlying issue is bound to be insecurity. During layoffs, the actual problem can be fear.
And due to reduced staff and increased workload, the worry could be plain stress or performance issues. Rather than blame the employee for his anger outbursts or irritability it is more effective to find the actual problem and tackle it instead.
The basic premise is that the management addresses the employee’s problems and solutions will be sought together. In difficult times, it is often an ’us versus them’, divide that breeds anger in employees. The organisation becomes the enemy. Management can hence ensure that they create common ground and make employees feel that everyone is in the problem together.
Create joy: The antidote of anger is happiness. The best way to tackle negative emotions is by creating positive ones. Encouragement, frequent speeches of motivation in difficult times create courage and determination to go on in tough times. This can be done by circulating group mailers of past achievements, showering appreciation on small tasks done well or simply by smiling more; there is plenty the organisation can do to make a depressing situation into a courageous, energetic one.
Anger is a choice. People choose this emotion in the absence of optimism and support. Leaders must choose to support employees in tough times to motivate them and dispel angry feelings.
