Guilt Guilt can be viewed as a response of a person to remorse caused by violation of his/her conscience.

It can also be defined as the cause of bringing harm, loss, or distress on another person. Guilt usually does not attack ones own self. Rather, guilt is associated with the examination of misconduct that obstructs, punishes, or dissatisfies others. Various studies have examined guilt-induced restitution behaviors, suggesting that it is mainly an interpersonal phenomenon. In the social arena, amending actions will often include apologies, confessions, discussions, or cognitive reassessments of oneself or others role in a particular guilt producing situation. Guilt proneness is a trait of personality which indicates a predisposition of any person to experience negative feelings about his/her personal wrongdoings, even when that wrongdoing is personal. It can be characterized by the anticipation of feeling unethical or bad about committing any wrongdoing rather than by guilt-ridden feelings in any particular moment or general guilt feel that occurs without any eliciting event. Researches have revealed that guilt proneness is a very important character attribute because knowing someones level of guilt proneness can helps us to foresee the likelihood that person will behave in an unethical ethical. Many studies on adults have shown that persons who score high on guilt proneness measure (compared to lower scorers) are liable to make fewer unethical business decisions, commit fewer derelict behaviors, and will behave more fairly while making major economic decisions. In any workplace, guilt-prone employees are very less likely to engage in various counterproductive behaviors that may harm their organization.

Work Induced Guilt Work-induced guilt can be characterized as an emotional response which arises from the intrusion of ones job activities on his/her personal life. Excessive job involvement can be related to conflicts because a preoccupation with ones work life hinders his/her participation in family activities and this in turn can lead to role tension. Researchers have analyzed that issues at work can be negatively linked to job satisfaction and are directly related with unhappiness and reduced self-esteem. Further, metaanalysis also found a negative correlation between work-to-family conflict and both work and life fulfillment. Many researches in marriage and family spheres have described the effects of job life on personal life, which includes the healthiness and overall development of children. In terms of parenting, extreme time demands at work often limits parents supervision and involvement, causing a childs well-being to suffer. For example, tension at workplace has been associated with childrens adjustment troubles and mood swings. Again, it was also concluded that a dads negative temperament, caused by excessive time demands at job, encouraged childrens (especially boys) negative and cynical views towards school. Further, stretched working hours, and the stress that ensues, causes huge number of parents to limit their social interactions with the family members. The absence of emotional responsiveness and nurturing, although possibly protective in the short run, promotes problem internalization, which in turn might lead to development of the victims negative self-respect. Finally, inter-role struggle has also predicted conjugal dissatisfaction in previous researches, thus leading to rise household strain. Guilt is a result of hurting any person with whom you want to pursue or develop a favorable social relationship. Since the time spent with ones family important to almost all individuals, work-induced guilt surely will promote dissatisfaction across all domains. Further, guilt instigates when a responsibility is not taken

care of, mostly when it is supposed that the transgression has dissatisfied others who are apparently important. Researches have also shown that ones inability to devote sufficient time to parenting signifies one of the most disturbing frustrations that parents experience because of the perception that their children are being let down. In general, individuals widely differ in their ability to manage their work issues, and the ability to do so will influence guiltsatisfaction relations. Survivors Guilt Employees who survive a lay-off are often left with the feelings of frustration, distrust and fear. Although most of the companies often overlook survivors guilt, researches show that productivity declines and voluntary attrition shoots up in the times of layoffs. Most of the survivor employees are left thinking, 'Why them? Why not me?' and this makes them feel concerned toward the laid off employees and they start worrying about their welfare, their economic condition etc. The personality of the survivors start changing: outgoing people become more silent, productivity suffers and absenteeism increases. They are surrounded by anxiety and pressure, and depression in some cases. For employees, lay-offs are not under their control, and the knowledge that someone else is holding their puppet strings, makes them stressful. In a little while, the business of the organization itself can start feeling the result of survivor's guilt on its bottom line. Fortunately, survivor's guilt is highly receptive to treatments if the management takes early measures and precautions. Offer continuing assistance to terminated workers in the form of job referrals, counselling and assistance with red tape. Another way to prevent guilt is communication. Let the good deeds for laid off workers be known to the employees via blogs, e-mails, or memos, so that the surviving employees also know that their old friends are still being cared about. If possible, let the laid off workers know that you value their contribution to the company and you will hire them back if the situation permits. As the number of employees reduce, the workload on the remaining employees will increase and stress and anger will rise among them. The management needs to acknowledge this issue right up front and try to help them with their workload by removing low priority tasks off the plate. Give a chance to people to voice their opinions via discussions, forums etc. and address their issues in an earnest manner. Senior executives also need to convey to the employees that lay-offs are painful to make for them as well and that they are in the trenches themselves, contending with a bigger work load just as the survivor employees. Make use of social media to let the employees know about any happy news regarding the company. Winning a small contract, receiving accolades for something or respectable publicity from various publications, or rising sales of your business should be made public to the employees at the organization. This will get the employees thinking about the current scenario instead of the good old days with their laid off colleagues.