22/CANADIAN HR STRATEGY
I
n the wake of a recent critique of Amazon's demand-
ing standards — detailed in an article published by
the New York Times — there were some who suggested
the company's hard-nosed approach made sense as
they felt many employers have gone too soft, sacri c-
ing progress and productivity in the name of work-
place culture.
Amazon has developed an incredibly competitive
culture, rewarding only the highest achievers and jettisoning the
least successful employees with annual cullings, according to the
Times. Warehouse employees are constantly monitored through
electronics systems while workers in Amazon's of ces are ruled by
self-reinforced management and data tools.
But this intense style of micromanagement can border on harass-
ment, according to Jane Grant, president and senior HR consultant
at the Calgary-based Grant & Associates HR.
The majority of organizations she works with are making a con-
scious effort to move away from aggressive management and work-
place cultures in favour of "assertive behaviour" that is direct but
respectful, she says.
Indeed, Amazon's aggressive management style stands in
sharp contrast to the recent focus on emotional intelligence
Amazon's hard-nosed approach contrasts
with softer touch of many employers
Mr. Nice Guy?
By Liz Foster
more
No
PHOTO:
SHUTTERSTOCK
