Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M., & Britt, T. W. (2014) Prepared by: Christopher J. L. Cunningham, PhD University of Tennessee at Chattanooga Kelsey-Jo Ritter Bowling Green State University Kristen S. Jennings Clemson University 90

Chapter 6: Counterproductive Behavior in Organizations 91

Defining Counterproductive Behavior Any behavior that goes against an organization’s goals Many behaviors can fit in this category Few specific counterproductive work behaviors (CWBs) have been studied in organizations 92

Structure of CWB Bennett and Robinson’s Two-Factor Model –Organizational and individual CWB Spector’s Five-Factor Model –Production deviance –Sabotage –Theft –Withdrawal –Abuse toward others 93

Structure of CWB (Cont.) Gruys and Sackett’s 11-Factor Model Comment 6.1: Edward Snowden 94

Causes of CWB Person factors –Traits Situation factors –Norms –Injustice –Figure 6.1: Stressor-Emotion Model 95

Common Forms of CWB: Employee Absenteeism More to this than simply a consequence of negative work attitudes Complex to study –Excused versus unexcused –Reasons for absence –Time frame of absence Common indicators include time lost and frequency metrics 96

Common Forms of CWB: Predictors of Absenteeism Consistent but weak link between affect and absenteeism Other predictors include: –Ability and desire to attend –Gender –Organization’s absence control policies and absence culture Some evidence that cultural differences may be seen in terms of reasons for absence and the power of absence culture or norms within an organization (Comment 6.2) 97

Reducing Absenteeism Institute fair absence control policies to discourage unnecessary absence Foster a “positive absence culture” in the organization and at the work group level Help employees overcome barriers to attendance 98

Common Forms of CWB Abuse of Other A range of behaviors from rudeness to violence Incivility Abusive supervision Social undermining 99

Low Base Rate CWB: Production Deviance/Sabotage Deliberate wasting of time or poor job performance Opportunity for CWB (Comment 6.4) Impression management 100

Employee Theft Ranges in intensity and frequency Seems to be linked to individual characteristics and unfair or frustrating work conditions Moderating role of locus of control –Figure

Workplace Violence and Mistreatment Violence is infrequent, but can be severe Violence studied as outgrowth of factors in the physical and organizational environment, and individual characteristics Mistreatment can be varied and appears to lead to depression, anxiety, and decreased job satisfaction among other employees Causes of mistreatment are not well understood, but individual characteristics and organizational treatment seem to play a role 102

Substance Use Illegal drug use is limited, but alcohol and over- the-counter (OTC) drugs are more prevalent Problem because of absenteeism and counterproductive behaviors Personality (reliability) and other personal characteristics (background) have been studied as predictors of substance use Stressful job conditions and social norms at work may also contribute Drug testing (Comment 6.5) 103

Sexual Harassment Two main legal forms Difficult to identify and study Preventing sexual harassment: –Clear communication of what is and is not considered acceptable behavior –Statement of consequences for violating organizational norms/policies –Comment 6.6: Sexual harassment 104