Page 48 - Banking Finance June 2025

ARTICLE

motivated, productive, and committed to their work. To
foster engagement, banks should create a supportive and
inclusive work environment where employees feel valued
and heard. This can be achieved through regular team-
building activities, open communication channels, and
opportunities for career advancement.

Addressing passive-aggressive behaviour in the workplace
requires a combination of effective employee engagement
tools and strategies. Here are some specific tools and
approaches that can help:

Strategies for Managing Passive-Aggressive
Behavior
Open Communication: Encourage a culture of open
and honest communication. Train supervisors to address
By combining these tools and strategies, organizations can
issues directly and constructively, rather than allowing
passive-aggressive behavior to fester. create a more engaged and harmonious work environment,
reducing the prevalence of passive-aggressive behavior and
Conflict Resolution Training: Provide training for fostering a culture of open communication and mutual
employees and supervisors on conflict resolution respect.
techniques. This can help individuals address issues
directly and constructively, reducing the likelihood of
passive-aggressive behavior. Conclusion: A Path Forward
There is a famous English saying, "If all you have is a hammer,
Regular Check-Ins: Implement regular one-on-one
everything looks like a nail." This approach assumes that
meetings between managers and employees, but care
should be taken to prevent such meetings becoming pressure and aggressive targets are the only tools for
review meetings. These check-ins provide an achieving success. However, this narrow perspective
overlooks the diverse needs and motivations of employees.
opportunity to discuss any concerns or frustrations
Just as a hammer is not suitable for every task, constant
before they escalate into passive-aggressive behavior.
pressure is not the right solution for every performance issue.
Clear Expectations and Accountability: Ensure that job
roles and expectations are clearly defined. Hold The Policy of Push may offer short-term gains, but its long-
employees accountable for their actions and provide term consequences can be detrimental. Banks and other
constructive feedback to address any issues promptly.
organizations must recognize the importance of employee
Anonymous Reporting Channels: Provide a way for well-being and create a culture that values and supports
employees to report issues anonymously. This can help their staff. By adopting a balanced approach to performance
identify passive-aggressive behavior that might not be management, fostering employee engagement, and
openly discussed. prioritizing mental health, banks can achieve sustainable
Team-Building Activities: Organize team-building success and maintain a loyal, productive workforce.
activities to strengthen relationships and improve
communication among team members. A cohesive team In conclusion, the Policy of Push is a double-edged sword that
is less likely to engage in passive-aggressive behavior. can initially drive performance but ultimately leads to
Leadership Development: Invest in leadership burnout and disengagement. To build a thriving
development programs to equip managers with the organization, banks must shift their focus from pressure-
skills needed to handle passive-aggressive behavior driven tactics to strategies that promote employee well-
effectively. Strong leadership can set the tone for a being and engagement. Only then can they achieve lasting
positive and open workplace culture. success and maintain a positive workplace culture.

BANKING FINANCE | JUNE | 2025 | 43