...Productive and Counterproductive Behaviors Productive and Counterproductive Behaviors According to the text, productive behavior is defined as employee behavior that contributes positively to the goals and objectives of the organization. Productive behavior has three common forms which are job performance, organizational citizenship behavior (OCB) and innovation. Job performance can be based the four difference aspect, effectiveness, which is an evaluation of the results of an employee’s job performance. Productivity, which is the cost of achieving a given level of performance or effectiveness. Efficiency is the level of performance that can be achieved in a given period of time and utility is the value of the given level. Organization citizenship behavior is the second form of productive behavior and it refers to the behaviors that are not part of employees’ formal job descriptions. There are three explanations why employees engage in OCB. The first is primary determinant is positive affect in the form of job satisfaction. The second deals with the cognitive evaluations of the fairness of employees’ treatment by an organization. The third and final explanation is due to disposition meaning that certain personality traits predispose individuals to engage in OCB. The last common form is innovation. Innovation is when employees’ comes up with cost saving ideas that will help the company grow. Counterproductive behavior is behavior that explicitly runs counter to...
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...Productive and Counterproductive Behaviors Christopher Prue PSY428 March 28, 2011 Catherine Jennings, MA Productive and Counterproductive Behaviors Some people seem to do better at their jobs compared to others. People behavior at work can lead to success or failure. There are many studies to understand why some people do better than others. Some Studies have concentrated on productive and counterproductive behaviors. Define productive and counterproductive behavior. Productive behavior is behavior that contributes to the goals or objectives of the organization. When a new employees starts they are more a liability than an asset to the origination. People coming in to the organization need to be trained and socialized. (Jex & Britt, 2008). Organization socialization it he process of a new employee is becoming a fully fledge member of a company. Until socialization is complete the employee may not be fully productive. An example at FedEx Express is a new courier coming to the job. On average there is a month to two months of training before the courier is on the road by themselves. There is much training that goes into a new courier. The first is having the new driver to become DOT Certified. After that there is learning how to do the job. FedEx has a two-week class for couriers to learn the basics of the job. Then there...
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...Sunshine Fashion Case Study Questions Q 1. What are the root causes – individual and contextual -- for the employee misbehavior at Sunshine? Ans 1. Individual misbehaviour in any organisation is not only dependent on an individual’s psychology but is also affected by many variables such as the Organisation structure, Work environment, operating procedures etc. However, the phenomenon of misbehaviour can be better understood in terms of motives and opportunity. Employees commit unethical conduct because of one of the motives of - greed, financial benefit, or other individual motivations and these motives flourish in the absence of effective monitoring mechanisms and effective leadership in the work environment. Sunshine Fashions’ organisational hierarchy and work ethics provided ample motives and opportunities to the employees to indulge in fraud and misbehaviour. The specific root causes for employee misbehaviour at Sunshine can be listed as below:- Root Causes for Individual Misbehaviour (a) Lack of loyalty and belongingness - The employees of sunshine lacked loyalty and belongingness towards the company and this led to opportunistic behaviour. This may be attributed to poor organisation culture, selection process, training, and transparency in company working or leadership issues. (b) Greed – The employees wanted to make quick money through the loop holes in the system. (c) Poor leadership/role models (d) Effects of witnessing similar acts committed by...
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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 to productive...
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...Work Environments That Negate Counterproductive Behaviors and Foster Organizational Citizenship: Research-Based Recommendations for Managers Katherine M. Fodchuk Department of Psychology Old Dominion University Past research has identified both employee characteristics and aspects of the work environment that can serve as antecedents to positive and negative workplace behavior. This article reviews research identifying the major factors that prompt both counterproductive work behaviors (CWB) and organizational citizenship behaviors (OCB). The dynamics of these relations are discussed, and possible approaches for workplace diagnosis and interventions designed to negate CWB and foster OCB are offered. A special focus on the implications of and possible interventions incorporating organizational justice are also presented. In the past several years, organizational behavior literature has benefited from a growing body of research that has moved beyond investigations of task performance and ventured into other performance domains of counterproductive work behavior (CWB) and organizational citizenship behavior (OCB; Conlon, Meyer, & Nowakowski, 2005; Dalal, 2005). This research has revealed both employee characteristics and aspects of the work environment that can serve as antecedents to such positive or negative behavior. For instance, studies have examined organizational factors such as job design (Tompson & Werner, 1997), organizational injustice (e.g., Aquino...
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...Introduction An organization’s behavior determines by culture, structure, leadership, internal and external factors of organization; therefore, the manager must be able to recognize and react to the factors in order to achieve the organization’s goals. Human behavior in the organization is complex and it differs from every individual to another. Organizations face challenges to match the task, manager and subordinate in an efficient and effective way. Manager or Management in the organization should analyze the tasks, required skills and assemble a team that match each other skills; therefore the management can create an enrich and conflict free team which need to perform the job well. This report is based on XYZ Company’s challenges such as declining of Sales, low level of employee morale and low level of motivation. Also other behavioral issues observations such as conflicts in the work place, absenteeism, lack of trust and integrity between the superior and the subordinates, occasional sabotage, high temper people with severe stress. This report is primarily based on the study of the MARS model, type of individual behavior in organizations and ethics and values in the workplace. Also this report contains the solution for the above problem. Literature Review a. MARS Model MARS model is a model explain individual behavior as a result of internal and external factors or influences acting together. The name of the model is an acronym for individual...
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...teamwork and chemistry within the newly formed Team Equity. Specific objectives of the report are to overview data gained from the various psychometric indicator tests of each member and to analyse them for any possible interpersonal conflicts which may arise during team activities and offer strong recommendations to the Human Resources Officer to alleviate those conflicts. Conflicts were found relating to how the team would progress through the needed tasks which lead to the completion of the project, differences in acquiring and sharing information, professional conduct, personality differences and differences in mindsets. Recommendations are provided in the report which are presented in order to alleviate the problems and to better the work efficiency of Team Equity of Intelligent Financial Solutions Consultants (Pvt.) Ltd. Table of Contents Contents Executive Summary 1 Table of Contents 2 Introduction 3 1.1 Terms of Reference 3 1.2 Main Points 3 1.3 Personal Effectiveness 3 1.4 An overview to the Evaluation Tests 4 Psychometric Tests and Results 5 Discussion 10 Overall Analysis 12 Problems and Conflicts 13 Conclusion 14 Recommendation 15 Reference List 16 Appendix 1 17 Appendix 2 24 1. Introduction 1.1 Terms of Reference * As the Human Resource manager Mr. Ranjan Ferdinando of Intelligent Financial Solutions Consultants has requested to investigate a Personnel effectiveness evaluation, this report has been formatted...
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...ROSKILDE UNIVERSITY Department of Communication, Business and Information Technologies Brand preference on Mobile Purchase among the Students of Roskilde University Bachelor of business studies Project Report Supervisor: Professor Poul Dines Submitted to Department of Communication, Business and Information Technologies Submitted by Ramesh Rijal, Student number: 50593 May 24, 2013 Student Number: 50593 I declare that “the brand preference on mobile purchase among the students of Roskilde University” is my own work and that all the sources that I have used or quoted have been indicated and acknowledged by means of complete references. Ramesh Rijal rrijal@ruc.dk i ACKNOWLEDGEMENT I would like to thank for the people for their various contributions to complete this bachelor project. • • • • • Rikke Krogh, Secretary to the study board, Department of business, for her help and suggestion in every step of my learning activities My supervisor, Professor, Poul Dines, for his constant advice, assistance and guidance throughout the study Supervisor Professor Safania Normann Eriksen for her valuable insights and feedback into the research in the presentation held in the University. All the students of Roskilde University who participated in the study, for their valuable contribution and the time they gave so willingly. My family and friends, for their feedback and support during this study. ii Abstract Branding permits customers to develop association...
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...Prepared by Batch Ref. No. Prepared on Manohar M. M. Iyer XMBA – 19 VAS2010XMBA15P005 December 20, 2012 Indian Consumer Behavior & Premium watch purchase decision: Gist of Case study on XYLYS Brand Prepared by: Manohar M. M. Iyer, VAS2010XMBA15P005 Page 2 Indian Consumer Behavior & Premium watch purchase decision: Gist of Case study on XYLYS Brand Contents 1. Disclaimer note: ........................................................................................................................................4 2. Introduction ..............................................................................................................................................5 3. Brief understanding of the case study .......................................................................................................6 4. Analysis of Indian Consumer Behaviour & Premium watch purchase decision ...........................................7 5. Building the XYLYS brand in India...............................................................................................................8 6. End note: ..................................................................................................................................................9 Prepared by: Manohar M. M. Iyer, VAS2010XMBA15P005 Page 3 Indian Consumer Behavior & Premium watch purchase decision: Gist of Case study on XYLYS Brand 1. Disclaimer note: This document is prepared purely...
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...EMBA Program in Mexico City FINANCIAL MANAGEMENT: Spring 2012 Professor: Dr. Ramesh K. S. Rao Voice Mail: 512-475-8756 Fax: 512-471-5073 E-Mail: ramesh.rao@mccombs.utexas.edu Professor: Prof. James (Jim) Nolen Voice Mail: 512-471-5798 Fax: 512-471-5073 E-Mail: james.nolen@mccombs.utexas.edu Teaching Assistants: John Walker (Mexico City) Email : juan.walker@mba06.mccombs.utexas.edu Email 2 : jwalker22ar@gmail.com Mobile : 04455-16962736 Andres Herrera (Austin) Email: andres.herrera@mba12.mccombs.utexas.edu Mobile: 512-529-2730 Course Objectives • to introduce the concepts and theories of modern financial management, • to develop an appreciation for the usefulness of these theories for financial decision-making, • to develop the student's financial decision-making skills, • to provide an overview of current financial management theories and practices. Text Required: Corporate Finance by Ross, Westerfield and Jaffe, 9th ed., McGraw-Hill Irwin Supplemental: Financial Management, Concepts and Applications, 3rd ed., 1995, Ramesh K.S. Rao, SouthWestern Publishing Co., Cincinnati, a division of International Thompson. The required...
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...PROJECT REPORT On MARKETING STRATEGIES OF COCA COLA Submitted By – Name : Pinak Paul MANAV RACHNA INTERNATIONAL UNIVERSITY ACKNOWLEDGEMENTS I am sincerely thankful to Miss Kanupriya (Project Faculty Guide), under whose guidance I have successfully completed this project and time spent with her had been a great learning experience. I think her constant encouragement, warm responses and for filling every gap with valuable ideas has made this project successful. She made it possible for me to put all my theoretical knowledge to work out on the topic: “MARKETING STRATEGIES OF COCA COLA. A mammoth project of this nature calls for intellectual nourishment, professional help and encouragement from many people. We are highly thankful to all of them for their help and encouragement. We wish to acknowledge our great debt to all of them whose ideas and contribution influenced me to complete the project work. TABLE OF CONTENT 1. TITLE PAGE 2. ACKNOWLEDGEMENT 3. INTRODUCTION 4. INDUSTRY PROFILE 5. COMPANY PROFILE 6. PORTER'S FIVE FORCES 7. PEST ANALYSIS 8. RESEARCH OBJECTIVES & METHODOLOGY 9. REVIEW OF LITERATURE 10. PRIMARY FINDINGS & ANALYSIS 11. CONCLUSION & RECOMMENDATION 12. BIBLIOGRAPHY 13. ANNEXURE INTRODUCTION This project is focused on studying the various marketing strategies of Coca-Cola and the scenario of Indian soft drink industry in the 1990’s. Coca-Cola Co., the global soft...
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...Arvind Krishnan Ramesh Saahil Khanna Shriram Jayaraman Sneha Bhandarkar Arvind Krishnan Ramesh Saahil Khanna Shriram Jayaraman Sneha Bhandarkar Service Oriented Architecture New Models of Enterprise Architecture (Group 2) Service Oriented Architecture New Models of Enterprise Architecture (Group 2) Service Oriented Architecture Building an enterprise-scale software system is a complex undertaking. Despite decades of technological advances, the demands imposed by today’s information systems frequently stretch to breaking point a company’s ability to design, construct, and evolve its mission-critical software solutions. In particular, few new systems are designed from the ground up. Rather, a software architect’s task is commonly that of extending the life of an existing solution by describing new business logic that manipulates an existing repository of data, presenting existing data and transactions through new channels such as an Internet browser or handheld devices, integrating previously disconnected systems supporting overlapping business activities, and so on. Service Oriented Architecture (SOA) SOA is a way of designing a software system to provide services to either end-user applications or other services through published and discoverable interfaces. In many cases, services provide a better way to expose discrete business functions and therefore an excellent way to develop applications that support business processes. SOA architecture adheres...
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...ACE INSTITUTE OF MANAGEMENT Affiliated to POKHARA UNIVERSITY CASE STUDY ON "Managing Motivation in a Difficult Economy" Prepared by Submitted to Raju Karki Shanker Raj Pandey Rama Satyal Ramesh KC Sandeep Amir Kansakar Sanjeev Shrestha THEORETICAL BACKGROUND Motivation is the process that accounts for an individual intensity, direction and persistence of efforts towards attaining a goal. It is the result of interaction between an individual and the situation. Motivated person says "Nothing is impossible” and put his best effort on the task assigned. The different organizational topics covered on the case are as follows:- a. Organizational Justice:- Organizational Justice is the overall perception of what is fair in the workplace. Disruptive Justice is the employee's perception of fairness of the amount and allocation of rewards among individuals. e.g. How much we get paid relative to what we think we should be paid? Similarly, Procedural Justice is the perceived fairness of the process used to determine the distribution of reward. For employees to see a process as a fair, they need to feel they have some control over the outcome and that they were given an adequate explanation about why the outcome occurred. Finally, Interactional Justice is an individual's perception of the degree to which she is treated with dignity, concern and respect. b. Diversity and Age:- Workforce diversity can be studied under two headings:- i. Surface...
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...ACE INSTITUTE OF MANAGEMENT Affiliated to POKHARA UNIVERSITY CASE STUDY ON "Managing Motivation in a Difficult Economy" Prepared by Submitted to Raju Karki Shanker Raj Pandey Rama Satyal Ramesh KC Sandeep Amir Kansakar Sanjeev Shrestha THEORETICAL BACKGROUND Motivation is the process that accounts for an individual intensity, direction and persistence of efforts towards attaining a goal. It is the result of interaction between an individual and the situation. Motivated person says "Nothing is impossible” and put his best effort on the task assigned. The different organizational topics covered on the case are as follows:- a. Organizational Justice:- Organizational Justice is the overall perception of what is fair in the workplace. Disruptive Justice is the employee's perception of fairness of the amount and allocation of rewards among individuals. e.g. How much we get paid relative to what we think we should be paid? Similarly, Procedural Justice is the perceived fairness of the process used to determine the distribution of reward. For employees to see a process as a fair, they need to feel they have some control over the outcome and that they were given an adequate explanation about why the outcome occurred. Finally, Interactional Justice is an individual's perception of the degree to which she is treated with dignity, concern and respect. b. Diversity and Age:- Workforce diversity can be studied under two headings:- i. Surface...
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...infrastructure necessary to support virtual teams is now readily available, further research on the range of issues surrounding virtual teams is required if we are to learn how to manage them effectively. While the findings of team research in the traditional environment may provide useful pointers, the idiosyncratic structural and contextual issues surrounding virtual teams call for specific research attention. This article provides a review of previously published work and reports on the findings from early virtual team research in an effort to take stock of the current state of the art. The review is organized around the input – process – output model and categorizes the literature into issues pertaining to inputs, socio-emotional processes, task processes, and outputs. Building on this review we critically evaluate virtual team research and develop research questions that can guide future inquiry in this fertile are of inquiry. ACM Categories: H.4.3, H.5.3, K.4.3 Keywords: Virtual teams, IS teams, Distributed Collaborative Work, Computer Mediated Communication Introduction Global competition, reengineered product life cycles, mass customization, and the increased need to respond quickly to customers’ needs are just some of the more pronounced trends currently driving organizational change (Grenier & Metes, 1995; Miles &...
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