Any time you go looking for respect or approval from others, you're already screwed -- you can never resolve the issue that way.

Forget about getting respect from them: get it from yourself. If they're crossing the line, tell them where the line is and tell them to get back on the other side. But don't sell out for their approval or respect, don't get caught up in worrying about whether or not they respect you. Be yourself, do your job, don't take any crap, be respectful but firm.

You're the boss. It's not a popularity contest.

Depends on your employers standards of conduct. Sometimes everything isn't spelled out in policies but "Respect for Authority" is a genereal term to use if your employees are playing with crossing the line. "not following intructions" is one I use all the time. This is why it's important to be consistant in disciplining people who continue to cross the line and to show other employees that you mean BuIsNeSS.

You have to set clear expectations and hold them accountable when they don't meet them. If at all possible put the expectations in writing. When the expectations are in writing it takes away the game play. It also has the advantage of providing documentation.

That would depend on how you lost their respect.

As a supervisor, I feel very strongly that employees need to feel ownership in their jobs -- along with a level of authority and decision making ability. Employees that feel like they have a stake in what they are doing typically feel more satisfied and happier in their jobs. Listen to them. Let them try out new ideas. People want to feel like they have value and that they are respected. Maybe to start the ball rolling on this, take each one out to lunch - separately - and find out what they are looking for in their jobs, suggestions they have, etc. Make it informal so they feel comfortable talking to you. REALLY LISTEN to what they say. Even if its not important to you, it is to them. Even if you don't implement their ideas, just the fact that you've considered it and were willing to listen goes along way. Also bounce ideas off of them.

From e.how:
1. Document the problems an employee is having.
2. Arrange to discuss these problems with the employee.
3. Keep the discussion nonconfrontational and focused on performance issues. This is not the time to air personal likes and dislikes.
4. Stick to the record when discussing problems. Avoid making accusations.
5. Ask employee how he or she plans to address performance problems.
6. Set concrete goals and time lines to be met. Involve the employee in creating these goals and developing a strategy to meet them.
7. Write a letter of clarification for the employee that documents these goals and the time line involved.
8. Meet with the employee again, if the employee fails to meet these goals, and determine whether there are other work-related issues that need to be resolved.

For more tips and ideas, scroll to the bottom of this page, click on "how to Articles" then type "deal with difficult employees" in the search box.