Workplace | Faced with work pressure, what kind of employee are you?

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Introduction: Different employees possess varying levels of self-efficacy and emotional intelligence. Managers should, based on these two aspects of each employee’s capabilities, employ constructive forms of workplace exclusion to stimulate their internal potential for both work performance and emotional communication. According to a survey by Zhaopin.com, 71.2% of employees have experienced workplace \"cold treatment,\" such as being ignored by others, mocked for performing well, or having no one cooperate with them on tasks. Workplace exclusion, as a form of workplace \"cold treatment,\" not only harms employees’ mental health but also reduces their sense of belonging and organizational identity, thereby hindering the improvement of their work performance. But is it true that all forms of exclusion in the workplace are bad? Can we bring out its positive effects? In fact, faced with the same work and pressure, different employees will perform differently. Employees with lower emotional intelligence are more prone to experiencing certain forms of workplace exclusion. Faced with workplace exclusion, they are also unable to demonstrate good self-regulation skills. Employees with high emotional intelligence, even when subjected to workplace rejection, demonstrate strong skills in handling interpersonal relationships, thereby reducing the negative effects of such behavior. Based on the type of employees and the strategies adopted to deal with workplace exclusion, there are four scenarios: Implicit exclusion of \"Wukong\"-type employees. Employees with high self-efficacy and high emotional intelligence are what we call \"Wukong\"-type employees. Employees of this type have exceptional work capabilities; they are not afraid of difficulties and setbacks, can manage their emotions well, and know how to communicate with others. They possess great potential for work that needs to be unleashed; companies can make good use of workplace exclusion and harness its positive aspects to boost employees’ enthusiasm. As is well known, when Sun Wukong went to learn martial arts from his master, although he had a mischievous monkey nature, Patriarch Bodhi saw that Sun Wukong was a person with great comprehension ability, so he adopted a different teaching method and criticized him as well as struck him three times in class. Sun Wukong understood what Patriarch Bodhi meant, so he went to see him at midnight, and it was then that he learned the seventy-two forms of transformation as well as the cloud somersault. Therefore, in companies, for employees with strong abilities like Sun Wukong and high emotional intelligence, \"subtle workplace exclusion\" may serve as a catalyst to unleash their potential. Moreover, \"implied workplace exclusion\" can not only unleash the potential of such employees but also encourage them to undertake difficult tasks and fully prove themselves. Employees of this type need to be excluded from the workplace. In a workplace where there is little competition or unfriendly exclusion among colleagues, employees are like those in a greenhouse, lacking passion and creativity. Therefore, companies can deliberately create some form of \"implied workplace exclusion\" to stimulate employees’ potential, but they must be careful not to let this become \"actual hostile workplace exclusion\" that hinders employees’ normal work. Guided exclusion of “wooden” employees: For employees with high self-efficacy but low emotional intelligence, we refer to them as “wooden” employees. Such employees have strong working abilities, but they are unable to communicate well with others and integrate smoothly into the team. Therefore, in the workplace, they are prone to being excluded by others. Faced with such employees, managers cannot allow them to develop freely, nor can they protect them. Protection will create a greater sense of unfairness among those around, thereby leading to more severe acts of exclusion in the workplace. Companies can establish smooth formal channels for communication; at the same time, informal communication also plays a role when necessary. It is important to organize group activities appropriately to increase opportunities for interaction among employees. For example, holding more diverse cultural and sports events as well as skill competitions can help keep employees active and foster more communication with one another. At the same time, such employees can also have their potential tapped through certain incentives. It is also beneficial to expose them to workplace exclusion in order to stimulate their abilities, as long as this does not affect their normal work performance or mental resilience. Therefore, \"guided workplace exclusion\" can be employed; by helping them improve their communication skills, it also imposes a certain level of workplace exclusion on them, thereby encouraging them to unleash their greater potential and vitality. We refer to employees with low self-efficacy but high emotional intelligence as “Bajie-style” employees, and we exhibit a strong aversion toward motivating such employees. Employees of this type are good at reading people’s expressions and getting along well with others, but they often lack the confidence and courage to overcome difficulties and setbacks at work. Some employees feel that they are not valued based on their own abilities; although people may appear friendly toward them on the surface, they are actually rejected by them and reluctant to work together. Build relationships with colleagues to reduce rejection from others. In the initial stage, other employees might accept them, but if they do not change their work attitude, this workplace rejection will intensify and become even more severe. Companies need to help these employees increase their self-efficacy, for example by providing them with educational and training opportunities to help them enhance their knowledge and skills and improve their ability and efficiency in handling work. Furthermore, a certain amount of workplace exclusion is also beneficial for this type of employee. It is precisely because of workplace exclusion that employees who are like \"Bajie\" strive to improve their skills and capabilities in order to integrate better into the team. At the same time, companies also need to realize that excessive workplace exclusion, once it exceeds their tolerance threshold, can have the opposite effect. Therefore, \"dynamic workplace exclusion\" should be implemented based on the employees’ circumstances to stimulate their enthusiasm for work. Employees who are prone to sexual rejection – those with low self-efficacy and low emotional intelligence – are what we call “glass” employees. This type of employee does not know how to cooperate and communicate with others; they also lack confidence at work and tend to avoid facing setbacks. When they face rejection from their supervisors and colleagues at work, they are unable to resolve the problems they encounter effectively, nor do they know how to seek help from the company or others. Therefore, this type of employee is most vulnerable to the negative effects of workplace exclusion. After experiencing exclusion at work, they often do not show it easily; once such exclusion persists over a long period, they may resort to a range of extreme measures to vent their inner emotions. Therefore, companies need to proactively protect them from being excluded in the workplace, adopting a strategy of \"preventing occupational exclusion\". Create a harmonious and positive corporate atmosphere; at the same time, the company should also provide them with appropriate training to help them grow rapidly. Employees are not static; after receiving guidance and training from the company, their self-efficacy and emotional intelligence can change. When the self-efficacy of \"glass\" employees increases, they turn into \"wood\" employees; at this point, the way companies treat such employees should shift from \"preventive workplace exclusion\" to \"guiding workplace exclusion\". When the emotional intelligence of \"wooden\" employees improves, they transform into \"Wukong\"-type employees; at this point, companies should shift from \"explicit workplace exclusion\" to \"implicit workplace exclusion\". Therefore, companies should adopt different methods of workplace exclusion depending on the type of employees. Without harming the employees, managers should genuinely consider how to harness the constructive aspects of workplace exclusion and maximize their potential. Source: Business Management Magazine