Week 7 ch 8


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Week 7 ch 8

  1. 1. BUSN 221 Chapter 8<br />Jeff Parsons<br />Managing Misbehaviour<br />
  2. 2. Learning Objectives<br />Present a persuasive case that, in today’s workplace, the management of employee misbehaviour is an important responsibility that managers must address.<br />Critically evaluate the impact of employee misbehaviours in terms of property, interpersonal relations, and organizational politics<br />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.<br />
  3. 3. Types of Organizational Crime<br />Occupational crime<br />Benefit the criminal<br />Done without organizational approval<br />Organizational crime<br />Done with support of organization<br />
  4. 4. Managing Misbehaviour<br />Managers must identify, correct<br />Managing Employee Misbehaviour (MEM)<br />Organized and systematic<br />Negative outcomes of employee misbehaviour<br />Personal dissatisfaction<br />Work group dissatisfaction<br />Organizational problems e.g. absenteeism<br />
  5. 5. Examples of Misbehaviour at Work<br /><ul><li>Arson or sabotage
  6. 6. Theft or fraud
  7. 7. Blackmail
  8. 8. Incivility
  9. 9. Sexual harassment
  10. 10. Bribery
  11. 11. Substance abuse
  12. 12. Bullying and threats
  13. 13. Kickbacks
  14. 14. Cheating
  15. 15. Lying or misinformation
  16. 16. Discrimination
  17. 17. Whistle blowing
  18. 18. Dishonesty
  19. 19. Privacy Violations
  20. 20. Withholding information
  21. 21. Espionage
  22. 22. Revenge</li></li></ul><li>Management Intervention<br />Screening for “risky” individuals<br />Reduce antecedents<br />Reduce the possibility of intention to misbehave<br />
  23. 23.
  24. 24. Sexual Harassment<br />Unwelcome sexual advances, requests for sexual favours, other verbal or physical conduct of a sexual nature<br />Concept of power is central to understanding it<br />
  25. 25. Sexual Harassment - Facts<br />Illegal<br />Form of aggression and unethical behaviour<br />Form of discrimination<br />Occurs due to power differences and lust<br />Crosses gender and sexual orientation lines<br />Over 70% of female employees are subjected to sexually harassing behaviours while at work<br />
  26. 26. Sexual Harassment - Recognition<br />Family IQ test<br />Public forum test<br />Dual treatment<br />
  27. 27. Sexual Harassment – How to handle<br />Policy in place<br />What constitutes<br />Informs employees that they can be fired<br />Procedures for complaints<br />Employees must understand no retaliation for complaints<br />Investigate complaints<br />Ensure offenders disciplined/terminated<br />Education/Awareness<br />
  28. 28. Video<br />http://www.youtube.com/watch?v=ovIsy-NVHh4&NR=1&feature=fvwp<br />
  29. 29. Aggression and Violence<br />Effort of an individual to bring harm to others at an organization<br />Psychological as well as physical injury<br />
  30. 30. Aggression and Violence<br />May result from:<br />Downsizing<br />Poor management observation and anticipation<br />Insecurity<br />Pressure for productivity<br />Longer work hours<br />
  31. 31. Bullying<br />Repeated actions toward another worker<br />that are unwanted<br />that may be deliberate or subconscious<br />that cause humiliation and distress<br />that create an unpleasant work setting<br />
  32. 32. Bullying<br />Research has shown that many victims<br />perceive envy as the reason for the bullying<br />have inadequate coping skills<br />are introverted with low self-esteem<br />Overachievers are bullied more often than average performers<br />
  33. 33. Video<br />http://www.youtube.com/watch?v=TZcWqRqac9Q<br />http://www.youtube.com/watch?v=zicgut4gpwU&feature=related<br />
  34. 34. Incivility<br />Rude, discourteous, demeaning behaviour toward others<br />Characterized as a lack of respect for others<br />Increasing inside and outside the workplace<br />Civility or politeness constitute organizational citizenship behaviour (OCB)<br />
  35. 35. Incivility - Effects<br />Impairs productivity<br />Worker illness and/or depression<br />How to handle<br />Training/education<br />Manage by example<br />“zero-tolerance” policy<br />
  36. 36. Fraud<br />Intentional act of deceiving or misrepresenting in order to induce another to give up something of value<br />
  37. 37. Fraud<br />90% of employees engage in…<br />Goldbricking (loafing)<br />Abusing sick time<br />Fraud<br />33% of employees have stolen money or merchandise on the job<br />
  38. 38. Substance abuse<br />Illicit drug use is estimate to cost $200 MM annually due to:<br />Lost productivity<br />Premature and preventable health problems<br />Higher workers’ compensation claims<br />Behavioural problems<br />
  39. 39. Substance abuse<br />Some substances may not only be addictive but also dangerous to non-users<br />Assembly-line workers, transportation workers, physicians, pharmacists<br />Personal characteristic generally unrelated to working conditions<br />Knowledge/education about the dangers may not deter use<br />
  40. 40. Cyberslacking<br />Use of internet for personal reasons resulting in<br />Lost time, lost production<br />Additional burden on organization’s computer network<br />Possible contribution to sexual harassment behaviours<br />
  41. 41. CyberslackingFavourites<br />
  42. 42. Cyberslacking<br />As cyberslacking, employee surveillance <br />Electronic monitoring<br />E-mail, computer files, interactions with customers, websites visited<br />Employees have been fired for violations or mixing personal and organizational business<br />
  43. 43. Sabotage<br />Damaging an organization’s or colleague’s equipment, workspace, data or reputation<br />To get even or take revenge<br />To correct a perceived wrong<br />To make a statement to others<br />Sabotage targets:<br />People, equipment, operations<br />
  44. 44. Theft<br />Unauthorized taking, consuming or transfer of money or goods<br />Not limited to tangible property<br />Thieves are caught via:<br />Electronic surveillance<br />Honesty or integrity tests<br />
  45. 45. Theft – STEAL Model<br />STEAL refers to the motives behind theft<br />Support motive<br />Thwart motive<br />Even the score motive<br />ApprovaL motive<br />
  46. 46. Theft – STEAL Model<br />Greenberg’s suggestions for weakening STEAL motives<br />Rotating group membership<br />Communicating personal costs of theft<br />Treating employees equitably<br />No complete solution to employee theft<br />