| INTRODUCTION | | | | the next few years, there will be a massive |
| Across America, employees are becoming | | | | exodus of seasoned employees. There will be |
| disgruntled and upset that their organizations are | | | | opportunities when these managers retire. |
| insensitive to their needs. Millions of employees are | | | | However, some supervisors have misused these |
| forced to exist in this situation. They feel like their | | | | circumstances to promote individuals based on |
| organizations don’t care, and their managers | | | | favoritism rather than merit. Feelings are hurt. |
| don’t recognize their contributions. Is that | | | | Unfortunately, most employees who are passed |
| you? You work hard and are always willing to do | | | | over aren’t willing to do something different. |
| the extra things in your work area. Your | | | | Employees become unhappy with life. There is a |
| supervisor tells you to keep trying, but you | | | | sense of hopelessness. Consequently, they |
| don’t want to hear this…again. Yet, your | | | | can’t break this vicious cycle of hopelessness. |
| loyalty goes unrewarded as you see someone | | | | However, there are other positive options for |
| else being promoted over you. In this climate of | | | | them. |
| economic turmoil, it is clear that fewer managers | | | | The following suggestions are offered to enhance |
| are really concern about their employees’ | | | | personal development while in the midst of a bad |
| future career advancements. | | | | situation at work: (a) develop 4-5 career goals |
| Human resource strategist Dr. Mildred Culp has | | | | that are achievable, (b) create a positive reason |
| been observing this issue in the workplace: | | | | for going to work and repeat it everyday, (c) |
| “People get rejected at work. They’re | | | | avoid negative people in the workplace and in life, |
| passed over for a promotion or plum assignment, | | | | (d) develop a positive support network, and (e) |
| laughed at and harassed. They’re made | | | | grow a personal spiritual life. |
| aware in no uncertain terms that they’re not | | | | CONCLUSION |
| valued.” Unfortunately, there are too many | | | | Due to the economic turmoil, many workers will |
| managers and organizations that do not value the | | | | need to exist in less than ideal situations. The |
| importance of their employees. These same | | | | results may produce more unhappy employees as |
| managers are great at developing goals and | | | | advancements become more scarce. Promoting |
| distributing tasks but are unsuccessful at inspiring | | | | employees are a right of managers. Yet, when |
| their workforce. Additionally, when managers do | | | | deserving employees are passed over, other |
| not behave in an ethical fashion, they lose the | | | | workers are impacted. Morale can be low. By |
| goodwill of employees. James Kouzers and Barry | | | | implementing the previous recommendations, a |
| Posners, authors of Credibility, argue that the | | | | person can turn being passed over into an |
| increase in cynicism in the workplace is due the | | | | opportunity. If an individual feels he or she is being |
| decline of credibility among executives. As a | | | | mistreated by being passed over, it is the |
| result, some employees doubt their own | | | | employee’s responsibility to address the |
| self-worth and value in their organizations. Others | | | | matter. The lesson to be learned is to keep |
| just act out. | | | | personal skills sharpened. Getting passed over is a |
| PERSONAL STRATEGIES | | | | traumatic experience that can be overcome if |
| Workers must be willing to accept disappointment | | | | one takes the right actions. Let us pray that it is |
| in today’s profit driven organizations. Over | | | | not too late.document. |
