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Managing Misbehavior

Chapter. 8. Managing Misbehavior. Introduction. Managers are often faced with problem behaviors in the work setting that must be solved to prevent additional negative consequences Misbehavior is costly Misbehavior reduces performance Misbehavior can impact the entire organization negatively.

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Managing Misbehavior

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  1. Chapter 8 Managing Misbehavior

  2. Introduction • Managers are often faced with problem behaviors in the work setting that must be solved to prevent additional negative consequences • Misbehavior is costly • Misbehavior reduces performance • Misbehavior can impact the entire organization negatively

  3. Samples of Misbehavior at Work

  4. The Management of Misbehavior • Managing employee misbehavior takes an active position in that managers are responsible to act, solve, and correct problems • Misbehavior is viewed as a form of antisocial behavior

  5. Key Factors in Organizational Misbehavior Mediators Antecedents Costs Outcomes

  6. Selected Misbehavior: Sexual Harassment(1 of 4) Sexual harassment is displayed by unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: • submission to or rejection of such conduct is made either explicitly or implicitly a term or condition of an individual’s employment • submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or

  7. Selected Misbehavior: Sexual Harassment(2 of 4) • such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive work environment

  8. Selected Misbehavior: Sexual Harassment(3 of 4) • Sexual harassment is a form of aggression and unethical behavior • Sexual harassment is a form of discrimination • Sexual harassment is illegal • Sexual harassment occurs because of power differences and lust • Sexual harassment occurs across gender lines and across sexual orientation lines

  9. Selected Misbehavior: Sexual Harassment(4 of 4) • How can a manager recognize a behavior as sexual harassment? • The Family IQ Test • The Public Forum Test • Dual Treatment

  10. Selected Misbehavior: Aggression and Violence(1 of 3) • Aggression at work – the effort of an individual to bring harm to: • others with whom the person worked for • others with whom the person currently works for • an organization (i.e., current or past) • The attempt to bring harm is intentional • It includes psychological as well as physical injury

  11. Selected Misbehavior: Aggression and Violence(2 of 3) • Violence (or the threat of violence) creates a workplace climate of fear, uncertainty, anger, and hostility • This type of climate creates stress for employees

  12. Selected Misbehavior: Aggression and Violence(3 of 3) • The increase in non-fatal violence and acts of aggression in the workplace may be the result of: • downsizing • poor management observation and anticipation skills • increased insecurity • increased pressure for more productivity • longer work hours

  13. Selected Misbehavior: Bullying(1 of 2) • Bullying – repeated actions, that are directed to another worker, • which are unwanted, • which may be done deliberately or unconsciously, • but clearly cause humiliation and distress that creates an unpleasant work setting

  14. Selected Misbehavior: Bullying(2 of 2) • The behaviors of a bully are intended to be hostile actions or are considered by the victim to be hostile • Bullying is an evolving process • Humiliating or punitive behaviors become an accepted pattern over time • Bullying thrives when supported by the organization’s culture

  15. Selected Misbehavior: Incivility (1 of 2) • Workplace incivility – involves acting rudely, discourteously, or in a demeaning manor toward others • It is a lack of respect for others • It appears to be on the increase outside and inside the workplace • Incivility can cause workplace conflicts and detract from productivity

  16. Selected Misbehavior: Incivility (2 of 2) • Being civil or polite with regard to others in an organization is preferred • It constitutes organizational citizenship behavior (OCB) • Firms are using training and education programs to eliminate this • Objective is to involve participants in practicing civility and proper etiquette

  17. Selected Misbehavior: Fraud(1 of 2) • Fraud – the intentional act of deceiving or misrepresenting in order to induce another individual or group to give up something of value • A study of over 12,000 employees found • 90 percent engaged at some time in workplace misbehaviors such as fraud, goldbricking, and sick time abuses • 33 percent actually stole money or merchandise on the job

  18. Selected Misbehavior: Fraud(2 of 2) • Fraud is a combination of motive and opportunity • The opportunity to commit fraud is addressed through internal control systems • Ensuring fairness, good working conditions, and sound leadership are available can help reduce the motivation to resort to fraud

  19. Selected Misbehavior: Substance Abuse at Work • Substance abuse among workers represents billions of dollars in organizational financial loss • Non-users are also at risk • Research concludes that workers’ substance abuse is a personal characteristic and has less to do with working conditions • There is no accurate test that can predict current or future substance abuse

  20. Selected Misbehavior: Cyberslacking (1 of 2) • Cyberslacking – the use of the Internet for personal reasons • It is a form of virtual goldbricking • Personal cyberslacking can also place a burden on an organization’s computer network • Employees who access pornography sites on office computers may also contribute to sexual harassment behaviors

  21. Where Do Cyberslackers Surf?

  22. Selected Misbehavior: Cyberslacking(2 of 2) • Electronic monitoring of employees on the job is now practiced by many U.S. organizations • E-mail, computer files, and interactions with customers • Organizations have used electronic monitoring information to fire employees who mix personal and organizational business

  23. Selected Misbehavior: Sabotage (1 of 2) • Sabotage – involves damaging or destroying an organization’s or colleagues equipment, workspace, or data • It is an expression of aggression or violence by something tangible • Sabotage targets include: • people • equipment • operations

  24. Selected Misbehavior: Sabotage(2 of 2) • Angry employees covertly and overtly resort to sabotage to: • get even • correct a perceived wrong • take revenge • make a statement to others • Attempts to minimize sabotage appear to focus on treating employees fairly and honestly

  25. Suggestions for Building Trust andRespect (1 of 2) • Listen assertively to what an individual is saying about work conditions, your style, fairness of rewards, and needs • Work to help employees improve themselves and grow • Lead by being an exceptional role model in terms of integrity, ethical behavior, and civility

  26. Suggestions for Building Trust andRespect (2 of 2) • Display courtesy with individuals at every level, status, and location • Never lose your temper • Never angrily reprimand, bully, or intimidate an employee privately or publicly • Emphasize employee strengths not weaknesses

  27. Selected Misbehavior: Theft(1 of 2) • Theft – the unauthorized taking, consuming, or transfer of money or goods owned by the organization • Stealing is not limited to tangible property • Data, information, and intellectual property can and are stolen • Theft is a serious issue that managers need to address

  28. Selected Misbehavior: Theft(2 of 2) • Electronic surveillance is increasingly used to stop or catch thieves • Organizations have also increased their use of honesty or integrity tests to identify theft-prone job candidates before hiring them • Use of these tests is inconclusive

  29. Motives and Intentions of a Personto Steal: Support Motive Approach Motive Thwart Motive Even the Score Motive

  30. Privacy in the Workplace (1 of 2) • Privacy in the workplace is an important issues facing managers and employees • The managerial perspective on privacy can include: • drug testing • electronic workplace searches • surveillance by tape recording or video • monitoring off-duty conduct

  31. Privacy in the Workplace (2 of 2) • Employers currently have leeway in monitoring any form of their employees’ communication • Organizations can utilize testing if the test: • is designed to predict a person’s ability to perform • is relatively non-invasive • results are private e.g., medical, drug, psychological, or lie detector tests

  32. Suggestions for Monitoring Employee Communication: • Adopt and communicate a policy – state clearly what will be done and how • Only monitor for legitimate organizational reasons • Keep track of all monitoring • Be fair, reasonable, and use common sense • Do not invade employees’ off-duty behavior – do not intrude into your employees’ life off-the-job

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