...Productive and Counterproductive Behavior in Organizations XXXX PSY/428 August 24, 2011 Productive and Counterproductive Behavior in Organizations The behaviors of employees in an organization are known as productive and counterproductive, these behaviors can benefit an organization or they can have a negative impact. There has been a lot of Psychological research done that examines these behaviors in an attempt to enhance job performance. This paper attempts to define both the counterproductive behaviors that can be detrimental to an organization and the productive employee behaviors that enhance an organization. Productive Behavior and its impact on an organization Productive behavior is defined as employee behavior that contributes positively to the goals and objectives of the organization displayed from their employees (Jex & Britt, 2008). Three of the more common forms of productive employee behaviors are job performance, organizational citizenship behavior (OCB), and innovation. Job performance in generic terms covers all of the behaviors that employees engage in while on the job (Jex & Britt, 2008). This unfortunately is not very accurate because employees often engage in behaviors that have little to do with the job task the employees are performing. Job performance may be better described as not only how well an employee performs a job task, but also includes other forms of productive behavior. Over time the research has concluded that three variables...
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...Productive and Counterproductive Behaviors PSY/428 Organizational Psychology October 1, 2012 Productive and Counterproductive Behaviors Employee behavior can have either positive or negative effects on job performance or the performance of the organization. This writing will define productive and counterproductive employee behavior, describe the impact of these behaviors on job and organizational performance, and provide several recommendations to increase productive behavior and decrease counterproductive behavior within organizations. Definitions Employees typically exhibit behaviors that contribute to a positive pursuit of the organization’s goals and objectives. Among these positive behaviors are dedication, competency, motivation, and innovation. Sometimes employees can engage in behaviors that contribute to a negative effect on the organization’s goals. Among these behaviors is ineffectiveness, unsafe behavior, and turn over. Very destructive behavior such as sexual harassment, substance abuse, theft, and violence can become very costly to organizations according to Jex and Britt (2009). Productive behaviors also can be linked to ethics within the workplace. With the overreaching implication of ethics, good and right conduct goes beyond the express requirements of rules and laws. Accordingly, the definition can be expanded to mean productive behaviors that place the benefit of the organization above personal benefit. It also includes the dimension that...
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...Running Head: Counterproductive/Productive Behavior and Organizational Development Veronica Rogers Psy/428 April 10, 2011 Debra Julian Inside an organization employees can contribute affirmatively or adversely with regard to their employing organization’s all in all achievement and performance . The organizations that ream for the most part of productive behaviors from their personnel usually integrate propelling and leadership activities that incite these actions (Jex & Britt, 2008). This paper will explicate counterproductive and productive behaviors and depict the influence those actions have on job performance and all around execution of an organization. Counterproductive Behaviors Rationalization says that workers ought to desire to excel in their jobs. Still regardless this rationale, a number of workers do not. For different grounds workers will at times behave counterproductively regarding their employer’s all in all objectives. Exemplars of these forms of behaviors are ,unproductive job performance, repeated absenteeism from work, precarious behavior, overturn, thievery , aggression, substance abuse, and unwanted sexual advances (Jex & Britt, 2008). These kinds of actions may beget high costs for organizations. Identifying Counterproductive Behavior The good way administration can expose counterproductive behavior amidst the employees is to execute regular performance evaluations and assessments. There are many approaches for executing...
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...ORGANIZATIONAL BEHAVIOR ASSIGNMENT (WMP13- SECTION-A) TOPIC: NARCISSISM A PERSONALITY DISORDER OR EFFICIENT LEADERSHIP STYLE GROUP MEMBERS: MAHENDRA PRATAP SINGH ABSTRACT: Narcissism- a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility- is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We should also critically review the traits of Narcissists Leadership, productive Narcissism, Unproductive Narcissism, it’s pros & cons, behavior of Narcissists leaders in crisis management & organizational recommendations. We can say that no leadership style is pure & have side effects of each other in small proportions among themselves, predominant constituent will be the main style & others will also be in small fractions. So, there is a little bit of narcissism in every individual. Narcissistic Leadership an Assessment Narcissism is a term used to describe a focus on the self and self-admiration that is taken to an extreme. The word "narcissism" comes from a Greek myth in which a handsome young man named Narcissus sees his reflection in a pool of water and falls in love with it. Narcissistic...
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...Productive and Counterproductive Behaviors PSY428 March 26th, 2012 An organization’s productivity and an employee’s job satisfaction level are both determined by the productivity and counterproductive behaviors in the workplace. In order to effectively change counterproductive behaviors or reinforce productive behaviors, leaders must be able to understand and deal with these types of conduct. “After identifying behaviors a company can then evaluate the relationship between job behaviors in relation to job performance”(2011). Defining Productive Behaviors According to "Productive And Counterproductive Behavior" (2011), “Productive behavior is defined as employee behavior that contributes positively to the goals and objectives of the organization.” During an employee’s transition period or “learning curve”, he or she is not a productive member of an organization. At this time, the organization considers the new hire as a liability. The new employee is being remunerated for a job that is not being performed to the performance level an organization would consider productive. Defining Counterproductive Behaviors According to Flaherty and Moss (2007), “Counterproductive work behaviors – that is, acts that employees undertake that are intended to damage the organization or its members…”(p.2550). These behaviors vary from absenteeism, theft, verbal abuse, damage of company property, and even physical assault. These behaviors, add more labor...
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...Running head: Productive and Counterproductive Behavior * * * * * * * * Productive and Counterproductive Behavior * * * * * * * * * * * * * * * * * * Introduction * In any working environment, there are many behaviors that influence and contribute to our job performance. Some of this behavior is positive and some may be negative. Both behaviors can impact the success and environment of an organization. I will be analyzing productive and counterproductive behaviors in the work place and explaining the impact they have on employees and businesses. * Definition of Productive Behavior and Counterproductive Behavior * Productive behavior is any behavior that is performed by employees to meet organizational goals and expectations. These behaviors include being efficient with time management, performing all job duties, and ensuring work is completed in a timely manner. Employees that are productive are focused on meeting expectations and perform at their best. Counterproductive behavior is the opposite of productive behavior. Counterproductive behavior is when employees are unproductive with their time at work and not performing their assigned job duties. This behavior is influenced by many different factors that affect the organization in a negative manner. Many unsuccessful businesses are due to employees being counterproductive. * The Impact...
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...uccessful small groups can be marked by a range of different communication behaviors. A large part of communicating is Listening. In order to communicate with the group properly you must listen to all of the individuals to get a full understanding of what they are saying so you can respond properly. Non-verbal behaviors are also just as important. For an example looking at people when they speak or nodding your head when you agree with something. Another important thing to remember when communicating is to make clear statements. If you want your group to preform a certain task it is important they clearly understand what the goal is. Groups also communicate with each other through deliberating and discussing. When in a group it is important for others to feel they are important in order for the group to be successful. If members do not feel important or utilized this will lower moral and motivation. To avoid this respond to other people and engage them by agreeing or adding on what they say. A group may also want to brainstorm to avoid unproductive conflict and avoid groupthink. A way to improve the groups productivity constructive criticism or feedback is important. Communication styles can vary according to group dynamics. For an example a small group that is...
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...Northeastern University | Union and civil service reform | Increasing productivity in the public sector | | Lauren Patrick | Professor Marion Mason | POLS7305 34800 Institutional Leadership SEC 01 April 22, 2011 Executive Summary The target audience is the City of Boston labor management commission and the Massachusetts legislature. The current collective bargaining agreement between the City of Boston and AFSCME and the Massachusetts Legislature, Title IV, Chapter 31 creates controlling and overly-bureaucratic policies. These policies outline employee procedures, in particular hiring, disciplining, promoting and evaluation procedures that are outdated and ineffective. Unions protect employees from unfair employment practices, yet some have hurt the overall staff morale and productivity. There is a deep and long standing perception of public employees that they are lazy and incompetent. This is far from the truth, but certain policies regarding hiring, promoting, and disciplinary actions are decreasing employee productivity. To incorporate motivational elements in the public sector and give more discretion to public managers, policies must be changed. When a manager would like to promote an employee, it is a long and drawn out process, that often after much effort is exhibited, the potential promotion falls through. Where the private sector motivates through financial incentives and promotions, the public sector has no tools to promote good...
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...1. How did Cliff take advantage of principles of operant conditioning to modify his staff’s behavior? Cliff’s took advantage of the principles of operant conditioning to modify his staff’s behavior in a few different rewarding and positive ways. Cliff noticed when he accepted the position of manager, that there was a high turnover rate in the company and employees were “unproductive and insufficient.” Many past employees quit because the prior manager was very negative, and often criticized when work was not done properly. Cliff decided to not criticize or punish his employees unless it was absolutely necessary. Some approaches of operant conditioning Cliff took were complimenting employees often for their hard work. He set goals for them to reach, for example every Friday afternoon he would buy lunch for all staff members that met their goals everyday that week. Cliff also incorporated spot checks on what staff members were accomplishing, and if they were working hard and meeting goals he would reward them with things like, acquiring a few more extra minutes for lunch. 2. Why did Cliff’s predecessor’s strategy of punishing undesirable behavior not work very well? Even if punishment and reinforcement strategies were equally effective at controlling behavior, why would reinforcement remain preferable? The previous managers strategy of punishing undesirable behavior did not work well because the staff felt demoralized and some even quit. When the staff is being constantly...
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...Question 11: Give an example of behavior that might be unethical even though “everyone is doing it”. Discussions about ethical issues, not to mention attempts to encourage ethical behavior, are constantly derailed by the invocation of common misstatements of ethical principles. Some of these are honest misconceptions, some are intentional distortions, some are self-serving rationalizations, and some, upon examination, simply make no sense at all. The first golden rationalization is “everybody does it”, this is the most common excuse has been used in ethical misconduct. It is based on the flawed assumption that the ethical nature of an act is somehow improved by the number of people who do it, and if "everybody does it," then it is implicitly all right for you to do it as well. One of examples is Inappropriate Computer Use. That is employees use company computers to engage in unethical behavior as using the company computers and resources for personal purposes. For instant, an employee who is not permitted to use the Internet for personal reasons commits an unethical act by shopping online while at work. Random Internet surfing takes away from the time she spends on work-related activities. Also, it takes away the concentration level that should be focus on their jobs. Employees sometimes use company email to spread inappropriate websites or videos to co-workers, some of which could be deemed offensive by the recipients. We have terms used to identify people who Web when...
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...Group Motivation Inventory Paper Sinead Groarke PSY/430 Group Motivation Inventory Paper Robin Goins Group Motivation Inventory Paper Goals I have learnt ways to make the business groups feel responsible for its performances is to get all off the entire team involved in the creation of the business objectives. Have planned meetings prior to the next year, and let the team know what the organization is expecting as far as productivities are concerned, then motivation of the team for development of ways for exceeding expectations. One may increase the motivational factors of exceeded expectations by having a paid bonus plan in place for the group if it exceeds the organizations objectives. Clarification An excellent manager knows the abilities and strengths of every business group member. But in order for the group to be motivated and effective, the group members must understand what to expect from every member. The manager must hold meetings every week to review the responsibilities of all group members, to highlight the group’s successes and get input on how to meet the challenges the team is experiences. Individuals Management must always remind the group about the organization’s mission statements and the objectives of the business group in order to keep the group’s focuses on the objectives. But one also should continue to work with all members of the groups to assist them reach their objectives as well. This knowledge affects the way I interact in groups...
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...the same time how a leader acts can drive a climate to be productive or unproductive. There are factors that will influence the leadership styles of my group partners, and they are as following: • The leader personal background: Personality, values, knowledge, ethics, and experience the leader has. • Staff being supervised: Staff are individuals with different backgrounds and personalities. The leadership style used will depend upon the individual and how he/she will respond best to it. • The organization: Traditions, philosophy, concerns and values of the organization will influence how the leader/manager will act. Some of the ways of understanding my group partners leadership styles, are base in the decision making, the need for control, the willingness to reach goals, the assertiveness (speaking up), the working with others, the contribution, the risk-taking, the reporting, the energy level, the future planning, how to be more productive, developing others, responding to crisis, handling change. Many of these actions are demonstrated in all the of my group members, even knowing that they are two different leadership styles in our group, the director and the problem solver. Trying to understand the director leadership style from two of my group members, shows me that they are fast paced, they take control, they are confident, strong willed, assertive, decisive, productive, they want results, they organized...
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...Brussels and Bradshaw Juan Luis Aquino Grantham University Abstract This case studies the insight into how internships are conducted at Brussels and Bradshaw (B&B). It covered most of the issue discussed up to this point in the class and the text and how it could be done wrong. Although this could be an exceptional case, some of these behaviors are prevalent throughout the business community today. Identifying and finding right solutions is the key in correcting attitudes and behaviors which are detrimental to any organization success Brussels and Bradshaw There is some key organizational behavior issues evident in this case include the way this firm is design or structured. There is a lack of control of employees of the firm, employees’ span of control, and work environment. Brussels & Bradshaw has an immediate problem with the design of the firm. They have a person who is the responsible for reviews, employee placement, and tasks of a human resource employee despite the fact that she does not have the training to do so. Also because of the firm structure she doesn’t have any authority to enforce any change in the way subordinates are treated. In addition, she failed to comply with the tasks that fall within her responsibility, for example, introducing Locke to her mentor, and following up on employee issues. In order to resolve this firm would have to train Richards in the...
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...High Noon at HP 1.) HP’s board of directors did not fulfill their duties to the shareholders during this period of time. They let personal feelings and egos get in the way of accomplishing things. Board meetings were not as productive as they should have been because of bickering and the fear that something may get leaked out to the media. There were too many CEOs in one room to be productive; everyone wanted to be in charge. 2.) One perspective (Fiorina’s), viewed the role of the board as a way to seek counseling and guidance about the direction the company was headed. The other perspective (Perkins’s) believed that the board should be more involved with the operations of the company and management decisions. He wanted to be able to have an opportunity to control innovation, etc. 3.) Yes, I believe she was treated fairly. The board gave her plenty of chances to do what she wanted to do with the company; they even went through a merger with Compaq. Actually, I feel the board made a mistake of not firing her earlier. She liked to micromanage others by requiring everything to go through her. She should have allowed for her subordinates to be more involved with the functions going internally at HP. 4.) The leak investigations conducted by Dunn were stupid and counterproductive to everything. She should have focused her efforts and attention to getting along with the members of the board and trying to get some real things accomplished that benefit...
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...changes. The following steps and systems were used to involve the stake holders. • Conducted numerous strategic interviews with Bob, Jack and Betty on individual and group level which allowed them to express both personal and professional obstacles which was hindering the process of transition. • Implement unambiguous job description by clarifying roles and responsibilities of all stakeholders. • Developed consistent policies which were both clear and official to be strictly followed by Bob and Jack and further implementing the policies to the entire firm. • Forcing Bob to be more pro-active in giving Jack both macro and micro understanding of the business • Initiating leadership training to Bob enabling him to set limits on Jack’s unproductive approach. • Scheduling specific times for Bob and Jack to interact and revamp their personal relation. • Sitting Jack and Betty down to identify their goals and express the underlying issues. • Impart training to all stakeholders on basic communication and relation building by not using confrontational language and by isolating personal difference from business relation. 3.2 Develop a change management strategy with stakeholders of RDA. (AC 3.2 : Develop a change management strategy with stakeholders of RDA). Each stakeholders had their own personal issues, responsibilities, differences and goals,...
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