TermPaperFinalVersion

Yonatan Balin
GBA 523-Fall ‘14
Term Paper:
“How To Gain Employee’s Respect”

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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 COMcompanies
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

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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

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$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

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-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

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-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

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-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

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-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+:

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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
Percentages 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
Disagree
Total
Number of
Responses
2 5 9 3 4 23
Percentages 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
Disagree
Total
Number of
Responses
3 3 6 4 7 23
Percentages 13 13 26 17 30.4 100%
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

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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
Disagree
Total
Number of
Responses
0 4 7 3 9 23
Percentages 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
Disagree
Total
Number of
Responses
3 2 3 6 9 23
Percentages 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
Disagree
Total
Number of
Responses
2 4 5 4 8 23
Percentages 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
Disagree
Total
Number of
Responses
3 5 1 10 4 23
Percentages 13 21.7 4.3 43.4 17 100%

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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
Disagree
Total
Number of
Responses
4 4 6 4 5 23
Percentages 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:
Higher salary and better benefits is the key to earning respect from your
employees
Response Strongly
Agree
Disagree
Total
Number of 1 5 5 8 4 23

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Responses
Percentages 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
Disagree
Total
Number of
Responses
2 3 6 6 6 23
Percentages 8.6 13 26 26 26 100%
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
Disagree
Total

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Number of
Responses
0 0 1 10 12 23
Percentages 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
Disagree
Total
Number of
Responses
2 5 4 6 6 23
Percentages 8.6 21.7 17 26 26 100%
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.

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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
Disagree
Total
Number of
Responses
3 4 8 2 6 23
Percentages 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
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
Disagree
Total
Number of
Responses
9 7 4 3 0 23
Percentages 39 30.4 17 13 0 100%

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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
Disagree
Total
Number of
Responses
8 8 4 3 0 23
Percentages 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
Disagree
Total
Number of 11 5 1 4 2 23

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Responses
Percentages 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
Disagree
Total
Number of
Responses
12 7 3 1 0 23
Percentages 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
Disagree
Total

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Number of
Responses
9 4 5 3 2 23
Percentages 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
Response Strongly
Agree
Disagree
Total
Number of
Responses
9 9 4 1 0 23
Percentages 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.

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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
Disagree
Total
Number of
Responses
11 7 5 0 0 23
Percentages 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.

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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
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.

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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.
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

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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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