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8-1

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8-2

ChapterChapter

Managing MisbehaviorManaging Misbehavior

88

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8-3

IntroductionIntroduction

• 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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8-4

Samples of Misbehavior at WorkSamples of Misbehavior at WorkArson Fraud Sabotage

Blackmail Incivility Sexual harassment

Bribery Intimidation Substance abuse

Bullying Kickbacks Theft

Cheating Lying Threats

Discrimination Misinformation Whistle blowing

Dishonesty Privacy violations Withholding information (concealment)

Espionage Revenge

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8-5The Management of Misbehavior

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

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8-6

Antecedents Mediators

Outcomes Costs

Key Factors in Organizational Misbehavior

Key Factors in Organizational Misbehavior

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8-7Selected Misbehavior: Sexual Harassment

Selected Misbehavior: Sexual Harassment

Sexual harassment is displayed by unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature.

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8-8Selected Misbehavior: Aggression and Violence

(1 of 3)

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

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8-9Selected Misbehavior: Aggression and Violence

(2 of 3)

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

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8-10Selected Misbehavior: Aggression and Violence

(3 of 3)

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

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8-11Selected Misbehavior: Bullying (1 of 2)

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

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8-12Selected Misbehavior: Incivility (1 of 2)

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

• Incivility can cause workplace conflicts and detract from productivity

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8-13Selected Misbehavior: Incivility (2 of 2)

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

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8-14Selected Misbehavior: Fraud (1 of 2)

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

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8-15Selected Misbehavior: Fraud (2 of 2)

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

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8-16Selected Misbehavior: Substance Abuse at WorkSelected 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

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8-17Selected Misbehavior: Cyberslacking

(1 of 2)

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

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8-18

Where Do Cyberslackers Surf?Where Do Cyberslackers Surf?

Area of Surfing Amount of Time (%)

General News 29.1%

Investment 22.5%

Pornography 9.7%

Travel 8.2%

Entertainment 6.6%

Sports 6.1%

Shopping 3.5%

Other 14.3%

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8-19Selected Misbehavior: Cyberslacking

(2 of 2)

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

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8-20Selected Misbehavior: Sabotage (1 of 2)

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

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8-21Selected Misbehavior: Sabotage (2 of 2)

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

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8-22Suggestions for Building Trust andRespect (1 of 2)

Suggestions for Building Trust andRespect (1 of 2)

1. Listen assertively to what an individual is saying about work conditions, your style, fairness of rewards, and needs

2. Work to help employees improve themselves and grow

3. Lead by being an exceptional role model in terms of integrity, ethical behavior, and civility

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8-23Suggestions for Building Trust andRespect (2 of 2)

Suggestions for Building Trust andRespect (2 of 2)

4. Display courtesy with individuals at every level, status, and location

5. Never lose your temper6. Never angrily reprimand, bully, or intimidate an

employee privately or publicly7. Emphasize employee strengths not weaknesses

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8-24Selected Misbehavior: Theft (1 of 2)

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

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8-25Selected Misbehavior: Theft (2 of 2)

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

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8-26

Privacy in the Workplace (1 of 2)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

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8-27

Privacy in the Workplace (2 of 2)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

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8-28Suggestions for Monitoring Employee Communication:Suggestions for Monitoring Employee Communication:

1. Adopt and communicate a policy – state clearly what will be done and how

2. Only monitor for legitimate organizational reasons3. Keep track of all monitoring4. Be fair, reasonable, and use common sense5. Do not invade employees’ off-duty behavior – do

not intrude into your employees’ life off-the-job