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Week 7 ch 8


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  • 1. BUSN 221 Chapter 8
    Jeff Parsons
    Managing Misbehaviour
  • 2. Learning Objectives
    Present a persuasive case that, in today’s workplace, the management of employee misbehaviour is an important responsibility that managers must address.
    Critically evaluate the impact of employee misbehaviours in terms of property, interpersonal relations, and organizational politics
    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.
  • 3. Types of Organizational Crime
    Occupational crime
    Benefit the criminal
    Done without organizational approval
    Organizational crime
    Done with support of organization
  • 4. 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
  • 5. Examples of Misbehaviour at Work
  • Management Intervention
    Screening for “risky” individuals
    Reduce antecedents
    Reduce the possibility of intention to misbehave
  • 23.
  • 24. 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
  • 25. Sexual Harassment - Facts
    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
  • 26. Sexual Harassment - Recognition
    Family IQ test
    Public forum test
    Dual treatment
  • 27. 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
  • 28. Video
  • 29. Aggression and Violence
    Effort of an individual to bring harm to others at an organization
    Psychological as well as physical injury
  • 30. Aggression and Violence
    May result from:
    Poor management observation and anticipation
    Pressure for productivity
    Longer work hours
  • 31. 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
  • 32. 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
  • 33. Video
  • 34. Incivility
    Rude, 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)
  • 35. Incivility - Effects
    Impairs productivity
    Worker illness and/or depression
    How to handle
    Manage by example
    “zero-tolerance” policy
  • 36. Fraud
    Intentional act of deceiving or misrepresenting in order to induce another to give up something of value
  • 37. Fraud
    90% of employees engage in…
    Goldbricking (loafing)
    Abusing sick time
    33% of employees have stolen money or merchandise on the job
  • 38. 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
  • 39. 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
  • 40. 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
  • 41. CyberslackingFavourites
  • 42. 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
  • 43. Sabotage
    Damaging 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
  • 44. 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
  • 45. Theft – STEAL Model
    STEAL refers to the motives behind theft
    Support motive
    Thwart motive
    Even the score motive
    ApprovaL motive
  • 46. 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