Counterproductive work behavior and organizational citizenship behavior (OCB), which consists of behaviors that help organizations but go beyond required tasks, have been studied together and are generally found to be related in that individuals who do one are unlikely to do the other. Current research topics and trends The slice of the organizational behavior literature this paper addresses has to do with the feelings of workers, how organi- zations affect them and how they af fect organizations Nov 15, · Organizational behavior research generally falls into three categories of analysis. The first examines how people interact with each other within the
Counterproductive work behavior - Wikipedia
Counterproductive work behavior CWB is employee behavior that goes against the legitimate interests of an organization. It has been proposed that a person-by-environment interaction the relationship between a person's psychological and physical capacities and the demands placed on those capacities by the person's social and physical environment.
Some researchers use the CWB term to subsume related constructs that are distinct. Workplace deviance is behavior at work that violates norms for appropriate behavior. Using the term deviance behavior that violates accepted norms[7] Robinson and Bennett created a four-class typology of Organizational behavior research papers, dividing them into the following dimensions: [3]. A five dimension typology of CWB.
An dimension typology of CWB [9]. A two-dimensional model of CWBs distinguished by organizational versus person target has gained considerable acceptance. illegal dimension, a hostile v. instrumental aggression dimension, organizational behavior research papers, and a task-related v.
a non-task-related dimension. Similarly, instrumental aggression i. CWB is generally assessed with questionnaires completed by the target employee or by another source, such as coworker or supervisor. Several scales have been developed to assess overall CWB as well as subdimensions.
Absenteeism is typically measured by time lost number of days absent measures and frequency number of absence episodes measures. It is weakly linked to affective predictors such as job satisfaction and commitment. Absences fit into two types of categories. Excused absences are those due to personal or family illness; unexcused absences include an employee who does not come to work in order to do another preferred activity or neglects to call in to a supervisor.
Absence can be linked to job dissatisfaction. Major determinants of employee absence include employee affect, demographic characteristics, organizational absence culture, organizational behavior research papers, and organization absence policies.
Absence due to non-work obligations is related to external features of a job with respect to dissatisfaction with role conflict, role ambiguity, and feelings of tension. Absences due to stress and illness are related to internal and external features of the job, fatigue and gender.
Research has found that women are more likely to be absent than men, and that the absence-control policies and culture of an organization will predict absenteeism.
Physical acts of aggression by members of an organization, committed in organizational settings are considered as workplace violence. While most researchers examine overall workplace aggression, there is a line of research that separates workplace aggression according to its targets, whether interpersonal or organizational.
Other factors significantly linked to aggression are sex and trait anger, with men and individuals with higher levels of trait anger showing more aggressive organizational behavior research papers. Workplace bullying consists of progressive and systematic mistreatment of one employee by another.
In addition to exposure to incidents of bullying, being male also seems to increase the likelihood that one will engage in bullying behavior. Cyber loafing can be defined as surfing the web in any form of non-job- related tasks performed by the employee.
Workplace incivility is disrespectful and rude behavior in violation of workplace norms for respect. Counterproductive knowledge behavior refers to employees' actions impeding organizational knowledge flows, organizational behavior research papers. Lateness is described as arriving at work later or leaving earlier than required.
Problems associated with lateness include compromised organizational efficiency. Production deviance is ineffective job performance that is done on purpose, such as doing tasks incorrectly or withholding of effort.
Such behaviors can be seen in disciplinary actions and safety violations. Employee sabotage are behaviors that can "damage or disrupt the organization's production, damaging property, the destruction of relationships, or the harming of employees or customers.
Michael Crino was investigating the causes of sabotage as early as He found that the ways in which sabotage is carried out are extensive but they have the same elements. Sabotage has been intentionally caused and is intended to interfere with the normal operation of the company. Service sabotage originated from counter-productive behavior literature.
Lloyd C. Harris and Emmanuel Ogbonna from Cardiff University drew from employee deviance and dysfunctional behaviors studies to conceptualize service sabotage as a disturbing phenomenon in the work place.
Service sabotage refer to organizational member behaviors that are intentionally designed negatively to affect service, organizational behavior research papers. The first stage of service sabotage is an intention to sabotage, in other words, intentions precedes the actual service sabotage.
A study by Abubakar and Arasli provided argued that "prevention is always better than cure", measuring what service sabotage has already occurred is meaningless to organizations. Intention to sabotage is defined as a negative dispositional attitude, organizational behavior research papers, a negative destructive state of mind, which is characterized by alienation, withdrawal, and termination".
Substance abuse by employees at work is a problem that can have an effect on work attendance, performance, and safety and can lead to other injuries outside of work and health problems. Employee theft is defined as employees taking things not belonging to them organizational behavior research papers an organization.
Employee theft is estimated to account for billions of dollars of loss globally each year, [40] with employees accounting for more theft than customers. Turnover is when employees leave the organization, either voluntarily quitting or involuntarily being fired or laid off.
Research on voluntary employee job turnover has attempted to understand the causes of individual decisions to leave an organization. It has been found that lower performance, lack of reward contingencies for performance, and better external job opportunities are the main causes.
Other variables related to turnover are conditions in the external job market and the availability of other job opportunities, [45] and length of employee tenure. Turnover can be optimal as when a poorly performing employee decides to leave an organization, or dysfunctional when the high turnover rates increase the costs associated with recruitment and training of new employees, or if good employees consistently decide to leave.
Avoidable turnover is when the organization could have prevented it and unavoidable turnover is when the employee's decision to leave could not be prevented.
The satisfaction—turnover relationship is affected by alternative job prospects. If an employee accepts an unsolicited job offer, job dissatisfaction was less predictive of turnover organizational behavior research papers the employee more likely left in response to "pull" the lure of the other job than "push" the unattractiveness of the current job.
Similarly, job dissatisfaction is more likely to translate into turnover when other employment opportunities are plentiful. Organizational behavior research papers withdrawal consists of behaviors such as absence, lateness, and ultimately job turnover.
Absence and lateness has attracted research as they disrupt organizational production, deliveries and services. Unsatisfied employees withdraw in order to avoid work tasks or pain, and remove themselves from their jobs.
CWBs are "active and volitional acts engaged in by individuals, as opposed to accidental or unintentional actions. Nor do CWBs include involvement in an accident, organizational behavior research papers, although purposeful avoidance of the safety rules that may have led to the accident would represent a CWB.
The U. Most research on this topic has attempted to evaluate characteristics of the workplace environment that lead to accidents and determination of ways to avoid accidents. There has also been some research on the characteristics of accident-prone employees that has found they are typically younger, more distractible, and less socially adjusted than other employees. Recent research has shown that an organization's safety climate has been associated with lower accident involvement, compliance with safety procedures, and increased proactive safety behaviors.
Another set of behaviors that do not fit easily into the accepted definition of CWBs, are those described as unethical pro-organizational behaviors UPBs. UPBs represent illegitimate means intended to further the legitimate interests of an organization. An example of this is testilying[53] in which a police officer commits perjury to obtain the conviction of a defendant.
UPBs have not received the same attention from researchers that CWBs have received. Counterproductive work behavior and organizational citizenship behavior OCBwhich consists of behaviors that help organizations but go beyond required tasks, have been studied together and are generally found to be related in that individuals who do one are unlikely to do the other.
By definition, counterproductive work behaviors are voluntary acts that are detrimental to an organization, organizational behavior research papers. The organizational behavior research papers of CWBs and their persistence in the workplace [57] have led to increased attention being given to the study of such behaviors.
A review of peer reviewed journals following this article shows the broad interest in CWBs. A brief list of noted journals includes The International Journal of Selection and AssessmentThe Journal of Applied PsychologyComputers in Human BehaviorPersonality and Individual Differences, Organizational behavior research papers Health PsychologyHuman Resource Management ReviewMilitary Justice, Criminal Justice Ethics, European Journal of Work and Organizational Psychologyorganizational behavior research papers, and International Journal of Nursing Studies, organizational behavior research papers.
The variety of journals reporting in the area of CWBs reflects the breadth of the topic and the global interest in studying these behaviors, organizational behavior research papers. Researchers use many sources in attempting to measure CWBs. These include potentially subjective measures such as self-reports, peer reports, and supervisor reports, organizational behavior research papers. For example, self-reports always have the potential for bias with individuals trying to cast themselves in a good light.
Some researchers have proposed a differential detection hypothesis which predicts that there will be discrepancies between reports of detected CWBs and other reports of CWBs. The lack of accurate measures for CWBs jeopardizes the ability of researchers to find the relationships between CWB and other factors they are evaluating. These studies seek to determine whether different forms of evidence converge, or effectively measure the same behaviors. Affect or emotion at work, especially the experience of negative emotions like anger or anxiety, predict the likelihood of counterproductive work organizational behavior research papers occurring.
For example, employees with high negative affectivityorganizational behavior research papers, the tendency to experience negative organizational behavior research papers, typically display more counterproductive work behaviors than those organizational behavior research papers positive affectivitythe tendency to experience positive emotions.
Age appears to be an important factor in predicting CWBs, organizational behavior research papers. While age does not appear to be strongly related to core task performance, creativity, or performance in training, it does appear to be positively related to organizational citizenship behaviors and negatively related to CWBs.
Some researchers argue that the lower rate of CWBs may be due to better self-regulation and self-control. Research into the relationship between cognitive ability and CWBs is contradictory. When CWBs are operationalized as disciplinary records of detected CWBs, a strong organizational behavior research papers relationship between cognitive ability has been found.
Emotional intelligence EI has been defined as the ability to identify and manage emotional information in oneself and others and focus energy on required behaviors, organizational behavior research papers.
To the extent that EI includes the ability to manage emotions, it can be expected that it will have an influence on CWBs similar to that found for self-control. Research in this area is limited, however, one study looking for the moderating effects of EI on the relationships between distributive justice, procedural justice, and interactional justice failed to find a significant moderating effect in any of these relationships.
Interpersonal conflict in the workplace can also lead to counterproductive work behaviors. Organizational constraints, the extent to which conditions at work interfere with job tasks, has been shown to relate to CWB so that jobs with high constraints have employees who engage in CWB. Employees who engage in CWB can find that constraints increase over time.
Organizational justice or fairness perceptions have been shown to influence the display of counterproductive work behaviors. Overall perceptions of unfairness may particularly elicit interpersonal counterproductive work behaviors such as political deviance and personal aggressions.
Interpersonal justice and informational justice may also predict counterproductive work behaviors aimed at the supervisor, such as neglecting to follow supervisory instructions, acting rudely toward one's supervisor, spreading unconfirmed rumors about a supervisor, intentionally doing something to get one's supervisor in trouble, and encouraging coworkers to get back at one's supervisor.
Organizational Behavior
, time: 29:16Organizational Behavior - Doctoral - Harvard Business School
Organizational behavior (OB) or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". OB research can be categorized in at least three ways: individuals in organizations (micro-level) work groups (meso-level) Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and blogger.com journal features articles that present original empirical research, theory development, meta The slice of the organizational behavior literature this paper addresses has to do with the feelings of workers, how organi- zations affect them and how they af fect organizations
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