Counselling And Crisis Management In

Organizational Setting

Submitted ByManasa Gs

II Msc Applied Psychology

CONTENT IDENTIFYING PROBLEM

SUBORDINATES TYPES OF PROBLEM SUBORDINATES ALCOHOL AND DRUG PROBLEM

MANAGEMENT IN THE WORKPLACE ANGER, HOSTILE, AND VIOLENCE IN

THE WORKPLACE HARASSMENT AND DISCRIMINATION

IN THE WORKPLACE ABSENTEEISM AND MENTAL HEALTH

IDENTIFYING PROBLEM SUBORDINATES

Problem subordinates are part and parcel of any organization.

Identifying problem subordinates is difficult.

How the problem subordinates make their bosses feel and not in terms of behaviors that causes feeling.

Some of them feel insecure or frustrated. They are generally avoided because

managers want to abstain from direct confrontation.

Corrective action should be taken. Managers have important role to create

problem subordinates. Every manager has to deal with them. Preventive measures. Managers use limited and selectively

perceived information to identify problem subordinates but avoid their many positive qualities.

Why Are Problem Subordinates Avoided: All problem subordinates are not

problematic or ineffective. Some managers over react whenever

emotions are generated. They tend to produce hostility towards

the subordinates. As a result they are not able to confront

the problem but they blame their subordinates.

Basic reason for avoiding problem subordinates are:

1) Some managers avoid confrontation because they are afraid that they will jeopardize a long term friendship.

2) Some managers feel frustrated or hopeless.

3) Some managers are insecure.4) Some are reluctant to play god.5) Some managers want overwhelming

proof before taking action against a problem employer.

TYPES OF PROBLEM SUBORDINATES

Classification can done based on 2 criteria:

Job performance Interpersonal skills

Combining these 2, the most pervasive problem subordinates were classified into 3:

1) Talented but abrasive subordinates

2) Charming but unreliable subordinates

3) Plateaued but indifferent subordinates

Performs Above Expectation

Work Effectevely

With Others

Types of Problem Subordinates

Talented But Abrasive

Ideal Subordinate

Plateaued But Indifferent

Charming But Unreliable

Does Not Work Effectevely

With Others

Performs Below Expectation

TALENTED BUT ABRASIVE SUBORDINATES

Very bright and gifted performers who are insensitive to others and lack interpersonal skills.

Perceived as super stars of comers They play solely to their strengths and are

either un aware of or ignore their weakness. Abrasive subordinates are usually quiet

good at job. They tend to become impatient with

anyone who cant keep up with them.

CHARMING BUT UNRELIABLE SUBORDINATES

Exact opposite of abrasive individuals.

Interpersonally skilful Job performance is problematic Are not incompetent.

PLATEAUED BUT INDIFFERENT SUBORDINATES

They are interpersonally ineffective because others refuse to take them seriously

Their words are more harmful than their action.

Their performance is below expectations

ALCOHOL AND DRUG PROBLEM MANAGEMENT IN THE WORKPLACE

Alcohol and drug problems are major issues in every culture. The employers must deal with these issues

Alcohol use, alcohol abuse, and alcoholism affect the workplace .

Massive financial losses to business and industry

Moral and criminal dimensions

MAKING AN EMPLOYEE ASSISTANCE PROGRAMME( EAP) Create an EAP to deal with alcohol and

drug problems. The creation of EAP has multiple forms

and different emphases and based on workplace culture.

Different employees have different goals for EAPs

POLICY FUNDAMENTALS To make an EAP more effective, five

components are most essential:1. It’s policy and philosophy should be

based on job performance2. The programme is appropriately staffed

to provide substance abuse services3. The programme is directly and readily

accessible to supervisors and employees4. Supervisors, employees, and union

representatives are all aware of and supportive of the use of constructive confrontation as a strategy

5. Staff specialists are equipped and supported to link employees with appropriate resources for assistance, engage in case management through the treatment period and implement long-term follow-up based in the workplace

STAFFING FUNDAMENTALS

Workplace –based intervention service should have competent personnel actually based in the workplace

Confidence, presence, and active participation of EAP staff in supervisory training, and the effective intervention in the workplace

Integrate the EAP staff with the medical or human resources function in the organization

Staff should be knowledgeable about all aspects of workplace culture, regulations and personnel policies

A solid understanding of alcohol and drug problems is a pre-requisite in staffing and EAP

CONSTRUCTIVE CONFRONTATION

This strategy is used for the employees who repeatedly insist that they can deal with things on their own.

It involves a meeting between the supervisor and the problem subordinate, with a representative of the union or employee organization present if specified in the organizational policy.

The meeting proceeds with presentation to the employee of documented evidence of performance decrements, coupled closely with assurance of the employer’s willingness to suspend disciplinary steps and support help-seeking

The responsibility for change rests completely with the employee.

TREATMENT AND FOLLOW-UP

The key elements in the workplace’s treatment role are:Assistance resources are selected on the

basis of established effectiveness.Linkage is made consistent with the

employee’s particular health insurance coverage.

Linkage is made consistent with the employee’s job demands and career contingencies.

The staff specialist is directly involved in linkage and monitors compliance.

The staff specialist participates in reentry and involves the supervisors as appropriate.

The staff specialist engages in work-based supportive follow-up for 36 months or longer.

ANGER, HOSTILE, AND VIOLENCE IN THE WORKPLACE

About two million Americans suffer workplace violence every year.

Only 50% of the cases were reported to the authorities

8% of all rapes, 7% of all robberies, and 16% of all assaults occur at work

Workplace homicide is the third leading cause of death at work for all workers and the second leading cause of death at work for women

CAUSES

Employer or Employee relation Criminal behavior, Terrorist acts Political deviance Personal aggression

Freud, Lorenz _ instinctual basis of aggression

Dollard, Miller, Doob , Mowrer, and Sears _ frustration - aggression hypothesis

Learning theory _ rewardCognitive models of aggression

_aggression against injustice

RISK FACTORS IDENTIFIED BY DESCRIPTIVE RESEARCH:Past violenceDemographic predictors _

Age (late teens and early 20s ) Gender (male)Low socio- economic statusLow IQ

Mental Health risk factorsSubstance abuse

SOCIOANALYTIC THEORY AND WORKPLACE AGGRESSION

Socioanalytic Theory interpret the predictors of workplace aggression on the basis of:a) Evolutionary theory is the basis for

understanding social behaviorb) Social behavior is unconsciously

motivated c) Overt social behavior is a text to be

interpreted and public actions carry symbolic meaning

d) The source of unconscious motivation and it’s expression is a set of core values (Freud- superego, Mead- one’s identity)

Socioanalytic theory assumes that two broad motive patterns drive the dynamics of everyday life1) A need to be accepted and appreciated 2) A need for status, power, and the control

of resources Social life and occupational life are

organized in terms of a continuous series of interactions during which people try to gain acceptance and power.

The interactions are organized in terms of the core values of the participants

Biology makes interaction inevitable and universal.

The theory proposes seven generalizations about aggression:

1. People are aggressive by nature

2. The distinction between socially approved violence and socially disapproved violence is important.

3. Violence is innate but there are individual differences

4. Aggression is instrumental and is designed to achieve a purpose.

5. In the larger social context, aggression often works and passivity leads to subjugation and defeat.

6. Work place violence is the study of working class violence.

7. The dynamics of work place violence are straight forward: there are predisposing factors and triggering factors.

Antisocial violence in general and workplace violence in particular are a function of:

1. An aggressive temperament2. A particular identity3. Low self control.4. A readiness to perceive to insult.5. A belief in violence as a legitimate

response to insult.

MANAGING WORKPLACE AGGRESSION

The methods used to identify workplace violence and to prevent it are:I. PREEMPLOYMENT SCREENING andII. RISK ASSESSMENTPre employment screening is used to identify

violent employees. Screening is used to identify mental health risk factors

Information is gathered about his previous history

During screening interviews his background information is collected

Testing and assessment are used to identify the presence or absence of risk factors

Several personality characteristics, psychiatric diagnosis, and symptoms are related to aggressive behavior

Organizational Risk factors Job losses, few job opportunities, lower

pay and fewer benefits, authoritarian management styles

High levels of frustrating events, terminations, lay-offs, disciplinary actions

Organizations should take effective steps to monitor these risk factors

Identify safety needs, monitor violent activities

Workshops on stress management, effective communication and conflict resolution

HARASSMENT AND DISCRIMINATION IN THE

WORKPLACE

Harassment, and discrimination on the basis of race, gender, and sex are still common in the workplace

Women and minorities get fewer promotion opportunities than men

Sexual minorities in the workplace are the most vulnerable to workplace discrimination and harassment

RACE-BASED EMPLOYMENT DISCRIMINATION AND HARASSMENT Race-based discrimination occurs when

employment decisions are made on the basis of race

Racial harassment is a form of race discrimination that includes racial jokes, ethnic slurs, offensive or derogatory comments, or other verbal or physical conduct based on an individual’s race or color

These types of overt harassment is known as Dominative racism

It creates hostile and offensive work environment and they interfere with the individual’s work performance

AVERSIVE RACISM Contemporary racism known as Aversive

racism stems from:The current cultural emphasis on fairness,

justice, and equality; andThe historically racist culture

Aversive racists will not discriminate against minorities

EFFECTS OF DOMINATIVE AND AVERSIVE RACISM ON EMPLOYEES Race-based verbal and physical harassment

on job is related to higher levels of physiological and psychological disorders

Physical OutcomesHealth problems with high blood pressure

Psychological OutcomesNegative effects on job-related stress,

self-esteem, another psychological health outcomes

Work distress, depression

ORGANIZATIONAL INTERVENTIONS

Affirmative Action:Increase the representation of minorities in the organization

Diversive Training Programs To reduce intergroup conflict, racial

discrimination, and harassment Recategorization

Encouraging common goals for the two groups and fostering a sense of intergroup interdependence

Reorganize jobs, tasks, and workgroup assignments to maximize the interdependence of majority group and minority employees

GENDER-BASED HARASSMENT AND DISCRIMINATION Women not only face many of the same

stressors that men face at the workplace, but are also vulnerable to additional stressors.

They face more physical, emotional and behavioral symptoms of stress than do working men.

Sexual harassment is a form of sex discrimination involving unwelcome sexual advances, requests for sexual favors and other verbal or physical context of a sexual nature.

Rejection of this context affects an individuals employment. Unreasonably interferes with an individuals work performance and creates hostile work environment.

Effects on victim of harassment:The adverse effects are job related

outcomes, psychological outcomes and health outcomes. Job related outcomes (job loss, high rates of

absenteeism, decreased job satisfaction, lower productivity, reduced organizational commitment)

Psychological outcomes (increased anxiety, depression, posttraumatic stress disorder, lower self confidence and reduced self esteem.)

Health outcomes (alcohol abuse, psychosomatic disorders like head ache, gastro intestinal disturbance and sleep disruption)

ABSENTEEISM AND MENTAL HEALTH

Absenteeism is the failure to report for scheduled work.

It is associated with counter productive behaviors including lateness, reduced personal productivity and turn over.

Is a result of poor work adjustment. Basic facts about absenteeism:

It is actually a complex set of behaviors.Psychological processes figure

prominently in absence causation. Much absenteeism is under the individuals

control.

Most people are absent very little; a few people are absent a lot.

Absenteeism tends to be viewed as mildly deviant behavior.

People are self serving regarding their on attendance records.

It can be useful to distinguish between absence frequency and time lost.

There are known demographic correlates of absenteeism.

Causes Of Absenteeism: Job Satisfaction, Fairness And Support.

• Absenteeism is negatively correlated with job satisfaction. Satisfaction with pay promotions, supervision and coworkers correlates with less absence.

PersonalityThere is a close relationship between

personality and absenteeism. Integrity, job satisfaction affect and cognition are personality characteristics which cause absenteeism

Health And StressHealth and stress are potential variables

which cause absenteeism. Depression and neurosis causes absenteeism. Substance abuse also causes absenteeism.

Stressful working condition and other physiological complaints also causes absenteeism.

Social InfluenceAbsenteeism is an index of the adjustment

of individuals to their work place

MANAGING ABSENTS AND ATTENDANCE

All employees should be exposed to conditions that encourage reasonable attendance.

Policies and practices that encourage attendance are advisable.

Organizational support for employees should be given.

Employee assistant programme should be given to help workers deal with stress and substance abuse.

THANKYOU…

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