BUSN 221 Chapter 8

Jeff Parsons

Managing Misbehaviour

Learning Objectives

1. Present a persuasive case that, in today’s workplace, the management of employee misbehaviour is an important responsibility that managers must address.

2. Critically evaluate the impact of employee misbehaviours in terms of property, interpersonal relations, and organizational politics

3. Specify the appropriate management interventions that should be pursued in instances of selected misbehaviours such as sexual harassment, aggression and violence, bullying, incivility, fraud, substance abuse, sabotage, theft and cyberslacking.

Types of Organizational Crime

Occupational crime Benefit the criminal Done without organizational approval

Organizational crime Done with support of organization

Managing Misbehaviour

Managers must identify, correct Managing Employee Misbehaviour (MEM)

Organized and systematic

Negative outcomes of employee misbehaviour Personal dissatisfaction Work group dissatisfaction Organizational problems e.g. absenteeism

Examples of Misbehaviour at Work

Arson or sabotage Theft or fraud Blackmail Incivility Sexual harassment Bribery Substance abuse Bullying and threats Kickbacks

Cheating Lying or

misinformation Discrimination Whistle blowing Dishonesty Privacy Violations Withholding

information Espionage Revenge

Management Intervention

Screening for “risky” individuals Reduce antecedents Reduce the possibility of intention to

misbehave

Sexual Harassment

Unwelcome sexual advances, requests for sexual favours, other verbal or physical conduct of a sexual nature

Concept of power is central to understanding it

Sexual Harassment - Facts

Illegal Form of aggression and unethical

behaviour Form of discrimination Occurs due to power differences and

lust Crosses gender and sexual orientation

lines Over 70% of female employees are

subjected to sexually harassing behaviours while at work

Sexual Harassment - Recognition

Family IQ test Public forum test Dual treatment

Sexual Harassment – How to handle

Policy in place What constitutes Informs employees that they can be fired Procedures for complaints

Employees must understand no retaliation for complaints

Investigate complaints Ensure offenders

disciplined/terminated Education/Awareness

Video

http://www.youtube.com/watch?v=ovIsy-NVHh4&NR=1&feature=fvwp

Aggression and Violence

Effort of an individual to bring harm to others at an organization

Psychological as well as physical injury

Aggression and Violence

May result from: Downsizing Poor management observation and

anticipation Insecurity Pressure for productivity Longer work hours

Bullying

Repeated actions toward another worker that are unwanted that may be deliberate or

subconscious that cause humiliation and distress that create an unpleasant work setting

Bullying

Research has shown that many victims perceive envy as the reason for the

bullying have inadequate coping skills are introverted with low self-esteem

Overachievers are bullied more often than average performers

Video

http://www.youtube.com/watch?v=TZcWqRqac9Q

http://www.youtube.com/watch?v=zicgut4gpwU&feature=related

IncivilityRude, discourteous, demeaning behaviour toward others Characterized as a lack of respect for

others Increasing inside and outside the

workplace Civility or politeness constitute

organizational citizenship behaviour (OCB)

Incivility - Effects

Impairs productivity Worker illness and/or depression

How to handle Training/education Manage by example “zero-tolerance” policy

Fraud

Intentional act of deceiving or misrepresenting in order to induce another to give up something of value

Fraud

90% of employees engage in… Goldbricking (loafing) Abusing sick time Fraud

33% of employees have stolen money or merchandise on the job

Substance abuse

Illicit drug use is estimate to cost $200 MM annually due to: Lost productivity Premature and preventable health

problems Higher workers’ compensation claims Behavioural problems

Substance abuse

Some substances may not only be addictive but also dangerous to non-users Assembly-line workers, transportation

workers, physicians, pharmacists Personal characteristic generally

unrelated to working conditions Knowledge/education about the

dangers may not deter use

Cyberslacking

Use of internet for personal reasons resulting in Lost time, lost production Additional burden on organization’s

computer network Possible contribution to sexual

harassment behaviours

Cyberslacking FavouritesArea 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%

Cyberslacking

As cyberslacking , employee surveillance Electronic monitoring E-mail, computer files, interactions

with customers, websites visited

Employees have been fired for violations or mixing personal and organizational business

SabotageDamaging an organization’s or colleague’s equipment, workspace, data or reputation To get even or take revenge To correct a perceived wrong To make a statement to others

Sabotage targets: People, equipment, operations

Theft

Unauthorized taking, consuming or transfer of money or goods Not limited to tangible property

Thieves are caught via: Electronic surveillance Honesty or integrity tests

Theft – STEAL Model

STEAL refers to the motives behind theft Support motive Thwart motive Even the score motive ApprovaL motive

Theft – STEAL Model

Greenberg’s suggestions for weakening STEAL motives Rotating group membership Communicating personal costs of theft Treating employees equitably

No complete solution to employee theft