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              Volatile relationships between managers and staff are sending people over the edge on a daily basis, a study shows。


              Professor Wayne Hochwarter has been analysing the factors that cause hostility, stress and declining performance at work for many years, and says the problem is as serious as it ever was。

              Wayne Hochwarter教授多年以来一直在研究职场中敌意的产生、工作压力和工作表现及效率下降方面的问题,他说目前上司下属的关系的恶化的程度前所未见。

              'We've got serious issues with the way we manage people and bring civility to the marketplace,' he told BusinessNewsDaily. 'Managing the human animal isn't like running a table saw or using a computer.'


              A professor at the Florida State University College of Business, his latest study paints an ugly picture of how poisoned the supervisor-employee relationship has become。


              More than 40 per cent of the 400 mid-level employees he surveyed said they wouldn't acknowledge their boss if they ran into each other on the street。


              Another 32 per cent indicated that they work for a 'Dr. Jekyll and Mr. Hyde' type and nearly a third - 29 per cent - said their boss would 'throw them under the bus' to save his or her job。


              Hochwarter's research showed that workers enduring such circumstance are stressed both at work and at home, are less willing to exert effort for the company good, experience sleep disturbances, report declining levels of self-worth and suffer from a variety of additional quality-of-life maladies。


              Exacerbating the problem, Hochwarter said, is the lack of an alternative for millions of unhappy employees。


              'For workers in declining industries such as construction and manufacturing, catching on with a company able to offer comparable wages has been virtually impossible,' he said。


              'Plan B just doesn't exist for many employees at the level it did five or 10 years ago.'


              This is not Hochwarter’s first study to examine the tensions between workers and management in the American workplace。


              He has studied managers' behaviours, showing that, for example, 39 per cent failed to keep promises, for example, management's Seven Deadly Sins at work, where 41 per cent of bosses were viewed as lazy, pushing their work on subordinates; and manager narcissism, with 31 per cent of employees reporting that their boss significantly exaggerated their own accomplishments。


              Hochwarter has also examined subordinates’ reactions to abuse, where 27 per cent reported having hidden from an abusive boss。


              It's not that bosses are born evil, Hochwarter said. They are victims of a system that manages for the short-term by numbers。