Yonatan BalinGBA 523-Fall ‘14

Term Paper:“How To Gain Employee’s Respect”

TABLE OF CONTENTS

Chapter 1:

Introduction

Statement of the Objectives/Problem

Significance of the Study

Limitations of the Study

Chapter 2:

Review of the Related Literature/Periodicals/Research:

Chapter 3-Collection of the Data:

The Subjects

The Materials

The Procedures

Chapter 4-The Findings:

Chapter 5-Summary, Conclusion and Recommendations;

Summary

Conclusion

Recommendations

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CHAPTER 1:

INTRODUCTION

The reason I have decided to research the topic “How to Gain Employee’s

Respect” is a direct result of my interest in how to manage and lead through difficult

and unforeseen circumstances. I was appointed as a manager early in my career. I have

hopes of running my own company one day and am eager to continue my MBA studies.

The knowledge I gain will help me deal with certain expected and unexpected

challenges that may arise throughout that era.

In my short and inexperienced period of being a manager thus far, I have

learned; that you cannot think only about yourself and your own individual needs. You

cannot control everything that happens and how you handle situations directly affects

all other employees regardless of their place in the organizational structure.

It is not easy to be a good manager. The two key components to being a great

manager is that you must learn to get things done through other people and while doing

so, earn their respect and their trust in you and in your ability.

When I first stumbled into management, my thought process was focused on

making sure everything got done in an efficient fashion, even if that meant doing all the

work myself and wanting everyone to like me. I wanted my employees to perceive me

as a friend rather then their manager. Therefore, I often let them off the hook and I

covered for them if they did not get the work accomplished. My goal was to be liked

rather than respected as their supervisor.

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As stated previously, during my short time at the management level, I have

learned an important principle. The way you handle situations directly affects all other

employees in the company regardless of their role and/position in the company.

STATEMENT OF THE OBJECTIVES

There are a myriad of ways for a manager to gain or to lose the respect of their

employee’s. The survey presented later, will attempt to discover what generates

employee’s to respect their managers, what obstacles managers have to overcome if

respect is lost and how mutual respect influences the workplace.

The purpose of this paper is to determine the criteria and attributes for

managers to obtain respect and trust from their employees.

SIGNIFICANCE OF THE STUDY

Management is getting work done and tasks accomplished through others. This

concept relies heavily on your employee’s making you “look good” as a manager by

getting the required work done effectively and efficiently. There are two possibilities of

how this work can get done. If your employee’s do not respect you, then they will do a

lackluster, inefficient job. This possibility makes you as the manager look ineffective and

incompetent.

On the other hand, if your employee’s do respect you as the manager, then they

will overachieve, be efficient and possibly even succeed at doing the project and tasks

under the budget in an effective manner. This possibility makes you as the manager

look like a great success.

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LIMITATIONS OF THE STUDY

The limitation of this study as I will state below is that the subjects who were

asked to fill out the survey are now either in an “entry-level” managerial role or and

experienced manager. Although they were all employees with no management titles at

one point in their career they are all at management level at the time they participated

in the study. Another limitation of the study is that there are no current employees

surveyed for this research paper that are non-management.

Additionally, as previously discussed, I have only recently stepped into the world

of management level responsibilities. Therefore, with limited experience and academic

knowledge comes limited knowledge. As I (the author) write this paper I am uncovering

my flaws as a manager and taking you (the reader) on a journey with me to try to

uncover those flaws and be the best manager I can be. The research and the survey I am

presenting is all part of the journey the author and reader is taking this journey together

to discover how to truly gain respect from ones employees.

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CHAPTER 2

REVIEW OF THE RELATED LITERATURE/PERIODICALS/RESEARCH

Murray, Alan. The Wall Street Journal, Essential Guide To Management: Harper-

Collins Publishers, 2010. The general purpose of this book is to share the essentials of

how to manage and how to do it correctly. There are several phases of management

and Murray breaks it down by leadership, people, ethics, managing oneself and

managing others. He explores critical elements related to management. The part I

would like to focus on which I feel impacts this paper is from Chapter three, Motivation.

Specifically, pages 22-24 focuses on McGregor’s theory of management, Theory X and

Theory Y. Briefly, Theory X is the theory of those managing via fear and control while

Theory Y is defined as those that manage via enthusiasm and responsibility. McGregor

continues to say that misusing Theory Y is as bad as managing through Theory X. Murray

brings the example of the TV show The Office and how the manager creates a “soft”

environment and everyone is praised even for mediocre performance. Murray

concludes this piece by saying “Good management requires both a respect for

individuals and their capacities, and an insistence on candor, accountability and

excellence”. Hence, mutual respect provides gains and achievements far deeper than

fear, control and even than the extreme opposite.

Dessler, Gary. A Framework For Management: Pearson Education Publishers,

2002. Dessler, like Murray gives a general view of how management should act and the

steps it has to take to obtain those accomplishments. For the purpose of this study, I

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want to focus my attention on Chapter 11, Motivating Employees Today. A section of

this chapter, specifically, pages 270-277 discuss employee recognition. Implementing

employee recognition strategies reveals to the employee that he or she is acknowledged

and respected for the meaningfulness of their work. This often leads to an array of

various things including, a feeling of job enrichment, job empowerment and the desire

to continue to perform extraordinary due to a feeling of self worth and self-respect. The

relationship between managers to employee encourages the employee to want to

succeed.

Gallaugher, John. Information Systems: A Manager’s Guide to Harnessing

Technology: Flat World Knowledge Publishers, 2014. The author unlike Murray and

Dessler does not try to present a guide of how to be a manager, rather, the theme of

this book is to portray case studies of various dot COM companies that have exceeded

all expectations and how they got to that point of success. The reason I mention this

book as part of the research for this paper is because one of those dot COM companies

studied is Amazon. Amazon is under the management of CEO Jeff Bezos. Many outsiders

may view Bezos as a blood sucking moneyman but to his employees, he is viewed as

someone who does not put himself above anyone else. Bezos is well known for paying

talent very well, offering very lenient vacation, sick and other important employee

benefits. However, Bezos is most acknowledged for implementing a policy of

management/employee equality. Everyone including himself must answer phones for 2

days out of the year. Bezos who is one of the most prominent members of Silicon Valley

does not put himself above anyone else and believes no one is above or beneath

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anyone else. Bezos has earned respect from his employees and it is reciprocated. This

establishes a strong team approach to management.

Taylor, Lynn. Is It Better to Be Liked or Feared featured in the Bloomberg

Businessweek, November 11, 2011. The primary goal of this article is to pinpoint the

character traits that are necessary to be a good manager. Does one need to be feared

by others, or liked or neither? Maybe you just need to be respected by others even if

that means they may dislike you now but will ultimately appreciate your style later. The

article continues on to list a few possibilities of how respect is earned. Just to list a few

that Taylor portrays in her article; Do not abuse power, run a workplace where

management and employees are on an even keel and change course when necessary.

Havens, Jeff. 7 Reasons Your Employees Don’t Respect You published on

November 17, 2014. Havens objective is to put forth certain criterion that as a first time

manager you may deem as imperative to being successful but are not correct. Havens

mentions, being too nice, not giving employees actual deadlines to adhere to, afraid to

admit mistakes and several other common mistakes of first time managers.

Williams, Terri. When Employees Lose Respect For Their Managers published on

September 16, 2014. Williams discusses the obstacles a manager faces when being

respected and then falling to disgrace for whatever the reasons might be and

overcoming those obstacles to once again be respected. Williams provides some key

components to once again being respected as a manager including; acknowledging that

respect must be reciprocal, not discussing openly anything you do not want to be spread

around to others and to give credit when credit is due.

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Sirota, David; Klein, Douglas. Health Care in America: Lessons from The Mayo

Clinic featured on The Conference Board, published on December 9, 2013. The article

although not directly related to management and leadership impresses upon the reader

the great emphasis on the value of respect, which is key to the research methodology of

the Mayo Clinic. In order to see this clearly, I will paraphrase a paragraph in their article

as follows; On the Mayo employee survey, 76% agreed with the statement, “Based on

my personal experience over the last year, there is mutual respect between

physicians/scientists and allied health staff.” We have no normative data on that

question, but we do know that disrespectful treatment of the non-physician staff by

physicians is a well-known and serious issue in many healthcare organizations. Verbal

reiteration of the need for mutual respect is reinforced in Mayo by required formal

training for all those involved in human relations.

Valcour, Monique. If You’re Not Helping People Develop, You’re Not

Management Material featured on The Conference Board, published March 14, 2014.

The article by Valcour acts as a guide offering important steps managers need to take to

develop young inexperienced talent. Valcour notes that job candidates’ top criterion is

to work with people they respect and can learn from. From the candidate’s viewpoint,

his or her prospective boss is the single most important individual in the firm.

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CHAPTER 3- COLLECTION OF THE DATA

THE SUBJECTS

The subjects chosen to participate in this survey consists of all people who were

once employees but have been in some type of managerial role for short time while on

the other side of the spectrum we surveyed people who have been in the workforce for

several years and are experienced managers and leaders. This mix as can be visualized

by the data presented below gave me the ability to conduct a survey that will help show

me as the author and you as the reader how “entry-level” managers respond to this

topic versus more experienced and more financially stable managers.

Sex:

Male: 18

Female: 5

Age Group:

23-30: 5

31-40: 4

41-49: 11

50-59: 1

59+: 2

Race:

Caucasian: 14

African American: 4

10

Hispanic: 3

Other: 2

Education Level:

High School: 4

Bachelors: 13

Masters: 6

MBA (specifically): 3/6

Years of Work Experience:

0-7: 6

8-16: 6

17-25: 4

25-35: 5

35+: 2

Years of Management Experience:

0-7: 8

8-16: 7

17-25: 3

25-35: 1

35+: 3

Income Level:

$0-$25,000: 2

11

$25,001-$50,000: 7

$50,001-$75,000: 6

$75,001-$90,000: 5

$90,001-$150,000: 2

$150,001+: 1

THE MATERIALS

The survey presented was broken down into three segments. The first segment

will give us a bird’s eye view from an employee side (as all subjects were once in an

employee role and are now in somewhat of a managerial/leadership position). The

second segment will portray a picture from that of the managerial side. The third

segment will come from both sides; how mutual respect influences the workplace.

The three segments are as follows:

1. What generates employee’s to respect their managers?

2. What obstacles managers have to overcome if respect is lost?

3. How mutual respect influences the workplace.

The questions were formatted based on the Likert scale from strongly agree to

strongly disagree.

THE PROCEDURES

The questionnaire was designed to address issues raised by this paper, to determine

the criteria of how managers obtain respect from their employees.

The Survey

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Please answer the following questions as truthfully as possible based on your

knowledge and experience.

Section 1:

Question#1:

Knowing my manager was once on the same level as I am makes me respect

him/her more.

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#2:

When my manager takes the fall for my mistakes that makes me respect him/her

more.

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#3:

My manager is always watching over me, this makes me respect him/her more

13

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#4:

My manager treats me with respect but not all of the other employees. This

makes me respect him/her more

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#5:

If all the employees were paid the same this would make me respect my

manager more

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

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Question#6:

My manager treats me more as a friend than as an employee. This makes me

respect him/her more

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#7:

Knowing that my manager works harder than I do makes me respect him/her

more

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Section2:

Question#1:

I believe that by giving my employees less work they will respect me

-Strongly Agree

-Agree

-Neutral

15

-Disagree

-Strongly Disagree

Question#2:

Higher salary and better benefits is the key to earning respect from your

employees

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#3:

Praising my employees even when they fail is how respect is earned

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#4:

As a manager the importance of having respect from your employees is nice but

not needed

-Strongly Agree

16

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#5:

Covering or doing the work when my employees cannot get it done leads them

to respect me more

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#6:

Playing the role of friend over playing the role of a leader/manager is the way to

gain respect from employees

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Section3:

Question#1:

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Being praised and recognized for the work I have done makes me motivated to

succeed again

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#2:

Management looks to me for suggestions and leadership, which makes me, feel

valued and respected

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#3:

My employees respect me and therefore, I respect them and treat them as

equals

-Strongly Agree

-Agree

-Neutral

-Disagree

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-Strongly Disagree

Question#4:

My job is more satisfying knowing that I am respected amongst my peers and

superiors

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#5:

I go beyond what is expected of me to make management happy because I

respect them

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

Question#6:

As an employee I will support my manager based on our mutual respect for one

another

-Strongly Agree

-Agree

19

-Neutral

-Disagree

-Strongly Disagree

Question#7:

Respect from my employees and managers are the number one element for me

at my place of work. Your participation is appreciated.

-Strongly Agree

-Agree

-Neutral

-Disagree

-Strongly Disagree

The section below of this survey requires you to fill out questions that may be

personal but are needed for analysis.

Sex:

Male:

Female:

Age Group:

23-30:

31-40:

41-49:

50-59:

59+:

20

Race:

Caucasian:

African American:

Hispanic:

Other:

Education Level:

High School:

Bachelors:

Masters:

MBA (specifically):

Years of Work Experience:

0-7:

8-16:

17-25:

25-35:

35+:

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Years of Management Experience:

0-7:

8-16:

17-25:

25-35:

35+:

Income Level:

$0-$25,000:

$25,001-$50,000:

$50,001-$75,000:

$75,001-$90,000:

$90,001-$150,000:

$150,001+:

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CHAPTER 4

THE FINDINGS

Section 1:

Question#1:

Knowing my manager was once on the same level as I am makes me respect

him/her more.

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

5 8 8 2 0 23

Percentage

s

21.7 34.7 34.7 8.6 0 100%

Analysis: All but two subjects agreed or answered neutral to this question. This shows

that people respect those who are now managers who were once on the same level as

them. This could either be because they feel they know the person and that the person

worked hard to be in the position they are now. It could also be a motivating factor for

setting a path for their own future.

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Question#2:

When my manager takes the fall for my mistakes that makes me respect him/her

more.

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

2 5 9 3 4 23

Percentage

s

8.6 21.7 39 13 17 100%

Analysis: The feeling amongst the subjects here was somewhat split between agree and

disagree. However, due to the strong response of neutral to strongly disagree, I get the

sense that people might want to be responsible for their own actions and want to try to

repair those failures.

Question#3:

My manager is always watching over me, this makes me respect him/her more

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

3 3 6 4 7 23

Percentage 13 13 26 17 30.4 100%

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s

Analysis: With regards to this question we see a clearer picture amongst the subjects

that they want to be trusted and want a sense of freedom when doing their work. This

ties in nicely with question#2 that they want their own space when doing their work and

therefore also want to possibly take the fall for their own failures.

Question#4:

My manager treats me with respect but not all of the other employees. This

makes me respect him/her more

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

0 4 7 3 9 23

Percentage

s

0 17 30.4 13 39 100%

Analysis: I was actually a little surprised by the response to this. An overwhelming

majority of the subjects are on the side of disagreeing when it comes to them getting

respect but their own co-workers not getting respect. This clearly portrays that workers

considers their co-workers as equals and partners in some sense and feel everyone

should be respected and it is not just enough for themselves to be respected.

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Question#5:

If all the employees were paid the same this would make me respect my

manager more

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

3 2 3 6 9 23

Percentage

s

13 8.6 13 26 39 100%

Analysis: I might assume here that the five subjects who were on the agree side are not

getting paid very much, but that is just an assumption. They may have some self doubt

regarding their work performance. The three on the neutral are not sure where they

stand with their salary compared to their other co-workers! Tying this into the previous

question, people would like their other co-workers to be treated fairly and with respect.

However, when it comes to salary the response is somewhat reverse.

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Question#6:

My manager treats me more as a friend than as an employee. This makes me

respect him/her more

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

2 4 5 4 8 23

Percentage

s

8.6 17 21.7 17 34.7 100%

Analysis: apparently, there are not more subjects who do not need, nor are they

seeking another friend in their manager. They need a manager and a leader, which is

how it should be.

Question#7:

Knowing that my manager works harder than I do makes me respect him/her

more

Response Strongly Agree Neutral Disagree Strongly Total

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Agree Disagree

Number of

Responses

3 5 1 10 4 23

Percentage

s

13 21.7 4.3 43.4 17 100%

Analysis: Again, an overwhelming amount of subjects disagree with this question. We

now see based on the first few questions that is not being a friend or working harder

than your employees that makes you more respected as manager.

Section2:

Question#1:

I believe that by giving my employees less work they will respect me

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

4 4 6 4 5 23

Percentage

s

17 17 26 17 21.7 100%

Analysis: We have a pretty evenly split responses with regards to this question.

Apparently, some managers and employees enjoy less work while others do not view

that as a sign of respect.

Question#2:

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Higher salary and better benefits is the key to earning respect from your

employees

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

1 5 5 8 4 23

Percentage

s

4.3 21.7 21.7 13 17 100%

Analysis: For myself and for the purpose of this paper, these results were nice to see.

Yes, there are still some people who agree or are still unsure that salary and benefits are

key to respect. It might be key to bringing in a future employee however, most disagree

that it is the key component to earning respect.

Question#3:

Praising my employees even when they fail is how respect is earned

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

2 3 6 6 6 23

Percentage

s

8.6 13 26 26 26 100%

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Analysis: This is similar with one of the previous questions of whether you want your

manager to take the fall for your mistakes and there neutral and disagree outweighed

the agree side and appears to be similar results here as well.

Question#4:

As a manager the importance of having respect from your employees is nice but

not needed

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

0 0 1 10 12 23

Percentage

s

0 0 4.3 43.4 52 100%

Analysis: I was extremely satisfied when I saw the response to this question. Managers

feel respect is a necessity, which is how it should be.

Question#5:

Covering or doing the work when my employees cannot get it done leads them

to respect me more

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

2 5 4 6 6 23

Percentage 8.6 21.7 17 26 26 100%

30

s

Analysis: This question is related to a number of previous questions, whether you would

want your manager to cover for your mistakes and also praising an employee when

he/she fails. The answers are somewhat on par with the previous ones. Covering for

your employee, praising an employee when failed and taking the fall for your employee

do not guarantee respect period.

Question#6:

Playing the role of friend over playing the role of a leader/manager is the way to

gain respect from employees

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

3 4 8 2 6 23

Percentage

s

13 17 34.7 8.6 26 100%

Analysis: From the viewpoint of a manager unlike from the viewpoint as an employee,

there is a sense that managers are torn between respect is gained by having some type

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of friendship where as before we saw the disagree side heavily favored. Managers who

agree with this or are neutral, beware, employees do not want more friends.

Section3:

Question#1:

Being praised and recognized for the work I have done makes me motivated to

succeed again

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

9 7 4 3 0 23

Percentage

s

39 30.4 17 13 0 100%

Analysis: Unlike before when asked about receiving praise for failing the response was

favored on the disagree side where as here people when praised deservingly need it and

want it and will be more motivated to succeed once again.

Question#2:

Management looks to me for suggestions and leadership which makes me feel

valued and respected

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

8 8 4 3 0 23

32

Percentage

s

34.7 34.7 17 13 0 100%

Analysis: Similar yet with a twist to the question previously. People want to be

acknowledged, people want a sense of self-respect, self-fulfillment and to be apart of

something. The philosophies of Maslow,Barnard Arygris and Likert are well displayed

here.

Question#3:

My employees respect me and therefore, I respect them and treat them as

equals

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

11 5 1 4 2 23

Percentage

s

47.8 21.8 4.3 17 8.6 100%

Analysis: Respect is a necessity whether you are an employee or a manger. Having

respect and giving respect go hand in hand. Everyone wants to be respected regardless

of title or position.

Question#4:

My job is more satisfying knowing that I am respected amongst my peers and

superiors

Response Strongly Agree Neutral Disagree Strongly Total

33

Agree Disagree

Number of

Responses

12 7 3 1 0 23

Percentage

s

52 30.4 13 4.3 0 100%

Analysis: Salary and benefits are very helpful to make ones job more pleasant but that

does not earn you respect. Coming into work knowing you are respected by your co-

workers and management is the reason why some people stay at a job, or quit.

Question#5:

I go beyond what is expected of me to make management happy because I

respect them

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

9 4 5 3 2 23

Percentage

s

39 17 21.8 13 8.6 100%

Analysis: The more respect, the more one is motivated to not only succeed but go

above and beyond what is required of them.

Question#6:

As an employee I will support my manager based on our mutual respect for one

another

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Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

9 9 4 1 0 23

Percentage

s

39 39 17 4.3 0 100%

Analysis: This question proves that when a manager gives respect to an employee, the

employee appreciates that and will be supportive of their manager when necessary. I

am not referring to covering for one when they make a mistake or praising your

manager because you are concerned and perhaps even frightened what may happen if

you don’t. Being supportive of each other shows mutual respect and build a stronger

relationship.

Question#7:

Respect from my employees and managers are the number one element for me

at my place of work. Your participation is appreciated.

Response Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Total

Number of

Responses

11 7 5 0 0 23

35

Percentage

s

47.8 30.4 21.8 0 0 100%

Analysis: To close out the survey, we see that five people are torn between whether it is

respect or something else that is the number one element at a workplace. Overall

however, no one disagreed with this question and the responses were heavily favored

to the agree side. This question and the general overall analysis of the survey shows

how key respect is to employee, manager and co-worker and that it truly enhances the

workplace and is not just a nice thing to have but a real necessity.

CHAPTER 5

SUMMARY

The primary purpose of this paper is to determine how to gain the respect of

employees and the affect it has on the employees, managers and workplace overall. In

order to achieve this goal, I referenced several books and articles. The books and articles

portrayed many techniques that make employees respect managers and that make

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managers respect employees. The literature explores methods that do not work to gain

respect that one might think does. The literature details and explains ways to gain

respect back once it is lost. Furthermore, the research states the affect and impact of

both sides of the coin and discusses what having respect or lack of respect can have on

people and on the workplace.

The next step taken to achieve the primary purpose of the paper was by

conducting an extensive survey of several questions and handing it out to subjects who

were experienced managers and others who have just started their journey at the

managerial level. These subjects were all employees at one time or another and they are

now in some type of managerial and leadership role. This diversity provided the

opportunity for the questions to be answered from the viewpoint of a non-management

employee and from the viewpoint of the manager.

CONCLUSIONS

The following conclusions can be drawn from the research:

1. There are several components that affect ones performance but the key

component is mutual respect for one another no matter what the title you have or the

position you are in.

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2. Achieving respect takes more than throwing money at someone, more then

taking the fall for others miscues and more than being their friend.

3. Mutual respect amongst one another plays a vital role in the performance of

the employees.

4. Respect also acts as a motivator for employees to want to perform above

expectations.

5. Respect is not something that is nice to have; rather, respect is a necessity.

RECOMMENDATION

I mentioned in the introduction, I am new to the management and

leadership role. I had very mixed views on how to gain respect from employees

and what elements would earn that respect. The research that was drawn from

the books, articles and surveys that informed this paper shed new light for me on

the many variables, options, and skill set to become a better manager. To

conclude, I make this recommendation to myself, to the reader and managers

new and old alike that respect is the key component to a successful workplace.

Treat others how you would want to be treated regardless of title and position.

We might be employees and managers but at the end of the day we are all

humans and are motivated by a mutual respect from one another. Human

nature is to want the most out of another individual whether it is a worker

and/or manager. The primary ingredient to achieve that goal consists of a

simple seven-letter word…Respect.

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