Dissatisfied employees often act out. 0rganizational <itizenship behaviors (0(Bs) Behaviors that are not paft of an employee's lob but which make the organization a better place to work (e9., helping others, staying lae). include gossip, playing negative politics, harassment, incivility, workplace violenc. harassmJnt, and-bullying. Behaviors aimed at the organization include theft and sabc- tage. Though such behaviors are not limited to unhappy employees, they provide n'ar.. foi e-ploy:ees to "get back" at the organization or the coworkers they believe ar' responsible for their lack of happiness. For example, Cropanzano and Greenberg (L997) found that employees who rve:. unhappy with the way in which they were treated by their supervisors had a:. increased likelihood of stealing from their employers. The interesting finding of th.' study was that the employees tended to take things that were of value to the organr- zation but not to them. ihat is, they didn't steal because they wanted an item, the" stole because they wanted to hurt the organization' lack of 0rganizational Gtizenship Behaviors Employees who engage in organizational citizenship Behaviors (ocBs) are motivate: to help the organization and their coworkers by doing the "little things" that they are nc: required to dJ. Examples of OCBs include staying late to get a project done, helping . co*o.L", who is behind in her job, mentoring a new employee, volunteering for commi:- tees, and flying in coach when the employee might be entitled to-first class' Not surpiisingly, a meta-analysis has demonstrated that job satisfaction is relatec to OCBs. That is, employees who are satisfied with their jobs and committed to the organization u." -o." lik"ly to "go the extra mile" than are employees who are dissat- isfld wltn their jobs (LePine et a1.,2002). Also not surprisingly, meta-analysis resul[' show that there is a negative correlation between OCBs and employee counterproduc- tive behavior (Dalal, 2006). I : i t r5E JN :I I^/ I I l^l r\l O) (I N V N O I I :)Y J S I .L Ys^ f f A O'I d Wf r(aq1 uaqrr ro 6u;op s! luaua6euput tptlryr u! alelFq t uop saa -,(o(tuo uaqrn s! il 'sqo[ r;aq 6u;so1 iloq1m selp]sllx a{Eu ol uopaa4 pup'suolspep alplu ol lxopaa4'Ilorvr ur fiagel uorl sauo) l! puv '$appal pup 'uolsslrx 's;uo6 s,uogluzgueEro aq1 q1rr,r r(}guap1 saa(o;dua l.l)nu ,rror{ lxo4 sauo) r(11er(01 pue luauluu..ro) ;euo11ezlue6ro lpql a^alpq fuepsaar(o;dua 1ea4 Iaql rroq a6ueq: :0p plnoqs Iaqt leqm 6ump lou srappEl rol esmxa up lluo s1 1; leql a^allaq ,bq1 luaulurruo: lnq,, ol lp)lqpun s! ll tpql ,(es sa41uaru1 pns l0 elllr) 'uollet1slulurpe eql Iq mq:ea1 lo luaulpe[ rcod aq] pue luaua6eupu (q sarpetd lolr.llaun ol asuodsar ul sl rplr.l/lr 'are1d prg eql u! luesqp aq ol asoorp $appal Iqm xg pue aululalap ueql a)uepueue poo6 r;aql fnq,, nqlu plnorn uo!s!^!p loops eql teql Ips ;;;m lueur 'ralamoq 'sraq)pal ag ol {lq nol ;; ,,'uslaaluasqp a)npar '{luanbasuor 'pue $apeal ...

1. Dissatisfied employees
often act out.
0rganizational
<itizenship behaviors
(0(Bs) Behaviors that are not
paft of an employee's lob but
which make the organization a
better place to work (e9.,
helping others, staying lae).
include gossip, playing negative politics, harassment, incivility,
workplace violenc.
harassmJnt, and-bullying. Behaviors aimed at the organization
include theft and sabc-
tage. Though such behaviors are not limited to unhappy
employees, they provide n'ar..
foi e-ploy:ees to "get back" at the organization or the coworkers
they believe ar'
responsible for their lack of happiness.
For example, Cropanzano and Greenberg (L997) found that
employees who rve:.

2. unhappy with the way in which they were treated by their
supervisors had a:.
increased likelihood of stealing from their employers. The
interesting finding of th.'
study was that the employees tended to take things that were of
value to the organr-
zation but not to them. ihat is, they didn't steal because they
wanted an item, the"
stole because they wanted to hurt the organization'
lack of 0rganizational Gtizenship Behaviors
Employees who engage in organizational citizenship Behaviors
(ocBs) are motivate:
to help the organization and their coworkers by doing the "little
things" that they are nc:
required to dJ. Examples of OCBs include staying late to get a
project done, helping .
co*o.L", who is behind in her job, mentoring a new employee,
volunteering for commi:-
tees, and flying in coach when the employee might be entitled
to-first class'
Not surpiisingly, a meta-analysis has demonstrated that job
satisfaction is relatec
to OCBs. That is, employees who are satisfied with their jobs
and committed to the
organization u." -o." lik"ly to "go the extra mile" than are
employees who are dissat-

3. isfld wltn their jobs (LePine et a1.,2002). Also not surprisingly,
meta-analysis resul['
show that there is a negative correlation between OCBs and
employee counterproduc-
tive behavior (Dalal, 2006).
I
:
i
t
r5E JN :I I^/ I I l^l rl O) (I N V N O I I :)Y J S I .L Ys^ f f A
O'I d Wf
r(aq1 uaqrr ro 6u;op s! luaua6euput tptlryr u! alelFq t uop saa
-,(o(tuo uaqrn s! il 'sqo[ r;aq 6u;so1 iloq1m selp]sllx a{Eu ol
uopaa4 pup'suolspep alplu ol lxopaa4'Ilorvr ur fiagel uorl
sauo) l! puv '$appal pup 'uolsslrx 's;uo6 s,uogluzgueEro aq1
q1rr,r r(}guap1 saa(o;dua l.l)nu ,rror{ lxo4 sauo) r(11er(01 pue
luauluu..ro) ;euo11ezlue6ro lpql a^alpq fuepsaar(o;dua
1ea4 Iaql rroq a6ueq: :0p plnoqs Iaqt leqm 6ump lou
srappEl rol esmxa up lluo s1 1; leql a^allaq ,bq1 luaulurruo:
lnq,, ol lp)lqpun s! ll tpql ,(es sa41uaru1 pns l0 elllr)
'uollet1slulurpe eql Iq mq:ea1
lo luaulpe[ rcod aq] pue luaua6eupu (q sarpetd lolr.llaun
ol asuodsar ul sl rplr.l/lr 'are1d prg eql u! luesqp aq ol asoorp
$appal Iqm xg pue aululalap ueql a)uepueue poo6 r;aql

4. fnq,, nqlu plnorn uo!s!^!p loops eql teql Ips ;;;m lueur
'ralamoq 'sraq)pal ag ol {lq nol ;; ,,'uslaaluasqp a)npar
'{luanbasuor 'pue $apeal eseql uo4 lueu1ulxo) aspar)u!
lll/yr uolsl^lp loops eql 'eruPpuallP poo6 6ulpemar Ig '14s
lou are noI uaq/$ ua^a ilep asoql a4e1 o1 rea( aU ro pua aq]
1e sr(ep p;s rnol eso; lq6lu no/( mou4 nol ueqrn, 'p!es aq
,,'ernlpu ueurnq s;1,, 'loops ssllu ol lou lapreq ,(Jl plnom
Iaql 'paryuuo) era^ seq)pel aql I 1le JaUV 'srappal
aql r(q luaululuo) lo )PPl e lo asnP)Eq sem aseaDu! aql
pa^alFq guapualupadns aq1 'ueal ma; $ed aql la^o uasg
Ipuer4;u6rs peq uslealuesqp 'a^oqe pauolluaur loops aql
ul 'ruslaaluesqp q6;q s1 uo;pep$Bssp qol puB luauUullo)
mo; ;o sa:uanbasuo) aq],o auo leql passn)slp nldeqr s1q1
)F0rr^ lll04
go s(ep 6ugeg lou rg uaq bupremar l(q 6;unuuor pue'sparcd
'quepnls aql ol uauuufluo, flappq espeDq l[ryl ueford aqt
tpril sa alpq uapualuyadns aql'0SZS a4arat ,fup auo ,{uo sslut
orlm eappel 'raI ;ooq:s aql p pua aql te snuoq 00SS p a !e)ar
a)uepuaup palad qyn uaqreag'$alppal rcl uu6od peruat 1
e)uppua$e ue pa$ope'preoq loorps s;q;o yoddns aU q1m I
'uapuauyadns e'egug641 ur uorsr !p loor.ps prru pus e u I
luauuuluo) lPuollEzluE6ro puP $!qll
'a6edqam ual rno( u0 punoj lull aq] asn 'Ja^ouJnl
pampar duuq5 dung eqqng /voq tno pug 0I
iralourn] ;euabeueuuou e)npa.l 0l 6uftl aram
no(1 luaragrp aq suo[ualra]ul asaq] plnon /v0H r

5. iranouJn] luauabeueu
alnpar o] aleu no,( plno/v suoltuarualu! teql
'laldep 1q ur paurpal no( leqrr Jo slseq ail] u0 r
'mo1aq suoqsanb aql Je,!sue
'slq] plp aq ,1 0r.1 tnoqP ourpear arqag 'sea( orvrl ur
o/o9L ol o/09€ ril04 Jeloutnl luauabpueu pespal)ap
aq pue 'uea( aarql ul aleal rabeueu leraua6
P pPq ]0u sPq aq lPq] lnlssal)ns 0s uaaq sPq ra^ournl
u0 sn)oj slr.l 'pp; ul 'Jelourn] luauabeueu 1eu1u1u
a^pq 01 sr ssa))ns 0l slallas aql J0 auo lpql sa^allaq
(uedurol dupq5 dung pqqng jo luappard aq1
'anrlrladuo: sl a6eped snuoq pue (ed
rlaql leql arnsua ol s(aruns fue1es sasn (ueduro: aq1
'le1ualod Jlaqt lo %002 ol dn urea 0l uaqt s/vollp
leql uerbord snuoq p ]0 ued osle are (arysrea{ 61
JaUP qaaM lnoj pue 'Uels 0l uollP)e^ J0 slaa/v 0/vU
anra:ar sra6eueyl '6ur4rorvr 1ou ate (aql uaqm s1san6
aa:ql ol dn pup sa^Fstxaq] ro1 slpau JJo o7009 a^ra)al
saa,{o1dua lle pue 'Urqs PPa leaur aa.U P e^r3)ar #P}s
uJqru aql 'sueuaq lPuo[lpprl 0] uor]lppe ul
'auroq lP aredard ot pooleas se
llam sp srualnos dLrng $alo1 aseqrrnd up) sreuo]
-sn) Qlq/v UI e.lols P suleluol oslP lueJnelsal q)P:l

6. 'squ pue 'rqeurqpu 'sdrp pue qsg sp qlns sua1
spq 0slp pq dLuuqs ur sazl;enads dung eqqng
'eupu eql uorl aul6etuq plnom auo sy ,,'fiuno1
a6ue4 ur lo1 IroM o1 {ueduol }sag 9002" aql
se auzo1oyl ulary )0 aql (q paueu 6u1aq pue '9997
ul IioM 0l sareld lsaB s,Japlal ulDtD lsaa(oldua 6ur
-dolanap pue'6u;u1ep:'6u1u1er1'6up1q ul a)ualla)xa
Jol pJeMV UldS IIVUN sltay luDtnz$ay s,uoltaN
S00Z aql sp qlns spJemp (q pate4suotuap sl uleqr
lupJnplsal aql tP su0llPler aa,(o1dua ;o atueyodur
aql 'apl/vpuo/v su0llP)01 0[ la^o 0l utvtotE aneq
(aqt '(epol 'plurollp) '{anluow ut mog fuauuel uo
966t ur luprnplsal tsJU sl! pauado (ueduol 1
duuq5 dung Pqqng eql 'dwn9 ratol f
arnl:rd uorlour aql Jo ssal)ns aqt Oulrvrollo I
'01 dupqg dung eqqng
lP ra^ounl 6upnpag
I!;n-t---- ---- --.,,l.l.-
feel management is mistreating them that their commitment
decreases. And, say these critics, you can't get that commit-
ment back simply by "bribing" them with bonuses, incentives,
or pay increases. The leaders of today, the critirs say, don't
want to give more freedom to employees to make decisions;
they find it easier to fire employees for mistakes than offering
them additional training to perform better, and leaders don't
want to take the time to learn better management techni-

7. ques, because, to them, time away from work means money
out of their own pockets.
Supporters of such incentives say that part of organiza-
tional commitment is getting better performance out of
employees, reducing absenteeism, and reducing turnover.
They see nothing wrong in rewarding employees for doing a
good job, being at work, and staying at work. Ultimately,
these incentives meet the goal they are intended for. So, if
such incentives work, why not use them? Proponents counter
the argument that management uses incentives instead of
finding better ways to treat employees by arguing that incer.
tives are one way of treating employees better.
What Do You Think?
r Do you think that incentives are a form of bribery? lf so, do
you think ifs unethical for companies to do this?
r What would keep you at a (ompany for a longer period?
Would incentives such as an Attendance Reward Program u
end-of-the-year bonuses make a difference in whether you
left a job?
Do you think that using such incentives is a way for leaders b
ignore what they should be doing to make things better frr
the employees?
What are some other ethical dilemmas that might occur by
offering incentives to increase commitment or job
satisfaction?

8. Chapter Summary
In this chapter you learned:
r Satisfied and committed employees are more likely to have
better performance
have lower turnover, miss fewer days of work, be more
motivated, engage in o::.-
nizational citizenship behaviors, and be less likely to engage in
counterproducti'..
work behaviors.
I Employees are more likely to be satisfied with their jobs if
there is a good fit
between their needs and what the job and organization offers, if
they are treatec
fairly, if their coworkers are satisfied, and if the job is not
stressful.
I Absenteeism is a problem both in the US and in other
countries.
I Absenteeism can be reduced using financial incentives and
recognition prograr:-.
reducing job-related stress, having clear policies, disciplining
employees who m...
work, and using wellness programs to reduce illness.
r Employees are likely to leave an organization if they lack
advancement opportu-
nities, have needs or expectations that are not met, are not
treated fairly, or wan: :
escape from negative working conditions.
Questions for Review

9. 1.
2.
3.
4.
5.
Are some employees "destined" to always be dissatisfied with
their job? Why or
why not?
'What do most employees value and need in a job?
Is it possible to treat all employees equitably? Why or why not?
'What is the best way to improve employee attendance?
Which measure of job satisfaction is best? Why?
,t