Bad Apples, Good Citizens, and HR: Behavioral Risk Management=Wellness

#HRSWC
Joel Bennett, PhD
Organizational Wellness & Learning Systems
Fort Worth, Texas
www.organizationalwellness.com
Bad Apples, Good Citizens, and HR:
Behavioral Risk Management=Wellness

#HRSWC
• Substance abuse (alcohol, illicit,
prescription) and incivility (bullying,
harassment) are often correlated and
reduce worker productivity
• These counterproductive behaviors
(CWBs) go together, but policies tend to
treat them as separate
• Recent growth in wellness efforts neglect
CWBs altogether, even though they
undermine a culture of well-being
• Studies also show that "bad apples" are
not necessarily always bad and "good
citizens" are not always good

#HRSWC
It is possible to invest in
ethical health and well-
being at the same time

#HRSWC
• HR faces significant safety and
legal issues
• Need to not only address but
also prevent behavioral risks
• HR managers need tools
• SHRM competency model
promotes behaviors that can
mitigate risks
www.organizationalwellness.com

#HRSWC
https://www.shrm.org/HRCompetencies/Documents/Competency%20Model%2011%202_10%201%202014.pdf
Engagement, Teamwork,
Responsiveness
Coaching, Creativity,
Respected
Consensus Builder,
Transformational
Leadership
Effective Listening, Active
Feedback, Persuasion
Empathy, Openness to
Experience, Adaptability
Courage, Integrity,
Rapport & Trust
Building
Objectivity, Curiosity, Problem Solving
Strategic Business
Management
Systems Thinking,
Strategic Agility,
Knowledge
Sub-competencies

#HRSWC
Participants will be able to:
• Identify research on counterproductive work
behaviors and protective factors for preventing
them
• Use surveys, tips, and guide sheets to better
integrate wellness with behavioral risk management
• Speak in more knowledgeable ways about methods
to prevent CWBs in meetings with management

#HRSWC
• PART 1. CONCEPTS
– Bad Apples: CWB
– Good Citizens: OCB
– Bad Barrels: Climate
• PART 2. SOLUTIONS (TEAM AWARENESS)
• PART 3. EXERCISES
– Set Point
– Risks of Communicating/Not Communicating
– Risks & Strengths
– Tolerance Scenarios

#HRSWC
CONCEPTS
Bad Apples: CWB
Good Citizens: OCB
Bad Barrels: Climate

#HRSWC
• Organizational Citizenship (Good Soldiers)
– Acts that support broader social and psychological
environment where tasks are carried out.
– Typically considered more discretionary, less likely
to be rewarded; often go beyond job description
• Counterproductive Behaviors (Bad Apples)
– Employee actions that harm organization or
organizational members
– Examples: employee theft, sabotage, drug abuse,
employee withdrawal (e.g., absenteeism and
lateness), and aggression
See Bowling, N. A., & Gruys, M. L. (2010). Overlooked issues in the conceptualization and
measurement of counterproductive work behavior. Human Resource Management
Review, 20(1), 54-61.

#HRSWC
Bad Apples Versus Bad Barrels
• Apples: Unethical practices that
occur in an organization may be due
to “a few unsavory” (deviant)
individuals who ruin the climate for
everyone else
• Barrels: Unethical practices are due
to ethical climate, ethical culture,
and how codes of conduct are
enforced (or not) for moral
consequences

#HRSWC
Counterproductive Work Behavior
Spector, P. E., Bauer, J. A., & Fox, S. (2010). Measurement artifacts in the assessment of counterproductive work behavior and organizational
citizenship behavior: Do we know what we think we know? Journal of Applied Psychology, 95(4), 781-790. doi: http://dx.doi.org/10.1037/a0019477;
Fox, S., Spector, P. E., Goh, A., Bruursema, K., & Kessler, S. R. (2012). The deviant citizen: Measuring potential positive relations between
counterproductive work behaviour and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 85(1), 199-220.
Withdrawal/Neglect
Complaint
Waste/Damage
Disobedience
Incivility/Abuse

#HRSWC
Significant Costs
• Theft
• Violence
• Substance Abuse
• Harassment
• Bullying

#HRSWC
Organizational Citizenship
• Helping behavior
• Sportsmanship
• Organizational loyalty
• Organizational compliance
• Individual initiative
• Civic virtue
• Self-development
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G.
(2000). Organizational citizenship behaviors: A critical review of the
theoretical and empirical literature and suggestions for future
research. Journal of management, 26(3), 513-563.

#HRSWC
Jepsen, D. M., & Rodwell, J. J. (2006, January). A SIDE BY SIDE COMPARISON OF TWO ORGANIZATIONAL CITIZENSHIP BEHAVIOR
MODELS AND THEIR MEASURES: EXPANDING THE CONSTRUCT DOMAIN’S SCOPE. In APDSI 2006: Proceedings of the 11th annual
conference of Asia-Pacific Decision Sciences Institute Conference. Asia-Pacific Decision Sciences Institute.
My attendance at work is above the norm
I keep up with organizational announcements
I help others who have been absent
I consider the impact of my actions on coworkers

#HRSWC
Fox, S., Spector, P. E., Goh, A., Bruursema, K., & Kessler, S. R. (2012). The deviant citizen: Measuring
potential positive relations between counterproductive work behaviour and organizational
citizenship behaviour. Journal of Occupational and Organizational Psychology, 85(1), 199-220.
I leant a compassionate ear when someone had a problem
I helped a less capable worker lift a heavy box
I said good things about my employer in front of others
I defended a coworker who as being ‘put-down’ by others

#HRSWC
Impact of OCB on Business
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and
organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal
of applied Psychology,94(1),
• Individual Level Outcomes
– Managerial ratings of employee performance,
– Reward allocation decisions,
– Withdrawal (e.g., turnover intentions, actual turnover,
and absenteeism)
• Organizational-level outcomes
– Productivity
– Efficiency
– Reduced costs
– Customer satisfaction
– Unit-level turnover

#HRSWC
Engagement
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and
test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.
helps workers “bring their
full selves” to work
which leads to
productivity

#HRSWC
But wait….
What about those bad apples and
those bad barrels?

#HRSWC
?
Are these opposites?
Organizational
Citizenship
Counter-
productivity
Dalal, R. S. (2005). A meta-analysis of the relationship between organizational
citizenship behavior and counterproductive work behavior. Journal of applied
psychology, 90(6), 1241.

#HRSWC
“good” employees misbehave
Lo Hi
Lo
Good
Soldiers
Hi
Bad
Apples ?
Counterproductive
Work
Behaviors

#HRSWC
Why do ‘good soldiers’ sometimes
act like ‘bad apples’?

#HRSWC
• Resource Depletion: going the extra mile
can be exhausting, stressful, and so reduces
self-control (e.g., abusive supervisors)
• Moral Licensing: because of the good acts
done there is now license to behave badly
(e.g., entitlement and moral cleansing)
• Injustice & Anger: under-appreciated or
unfairly treated leads to resentment (e.g.,
too much picking up coworker slack)
• Citizenship Pressure: feeling forced to go
beyond the call of duty; escalating stress
• Impression Management: simply acting to
enhance image (comply)
Bolino, M. C., & Klotz, A. C. (2015). The paradox of the unethical organizational citizen: The link between
organizational citizenship behavior and unethical behavior at work. Current Opinion in Psychology, 6, 45-49.

#HRSWC
Solutions
• Antidote HR practices
• HRM means Healthy Role Model
– SHRM sub-competencies as acts of
conscientiousness and support
• Team Awareness Training

#HRSWC
• Resource Depletion: Manage expectations
about resources and supplies and monitor
effort-reward imbalances
• Moral Licensing: role model codes of conduct
and hold supervisors accountable for acts of
entitlement
• Injustice & Anger: create an open-door policy
for correcting injustices, policies for effective
handling of grievances, mediation
• Citizenship Pressure: moderate managerial
pressures to over-perform or out perform
• Impression Management:
moderate achievement culture
Don’t Over Do It!
Do the Right Thing
Come to me
Take care of you
Be true to you

#HRSWC
Team Awareness/Resilience
Purpose: Enhance worker engagement, reduce behavioral risks,
enhance culture (social health), by improving communication
Method: Highly interactive group discussions, role-playing, quizzes,
games, communication exercises, and homework assignments
Customized: To local risks, policies, benefits, EAP
Six Modules:
1. ENGAGEMENT: Program relevance
2. ACCOUNTABILITY: Local policies/benefits
3. TOLERANCE: Tolerance for problems
4. RESILIENCE: Raw Coping Power
5. COMMUNICATION: Really Listening
6. COMPASSION: Encouragement/help-seeking
Mini-modules
2 hour
4 hour
6 hour
8 hour

#HRSWC
Evidence-Based
Multiple Clinical Trials
Independent Replications
http://www.slideshare.net/JoelBennett/team-awareness-team-resilience-evidencebased-background

#HRSWC
What Team Awareness Does
https://youtu.be/QuQH_az2ZrI

#HRSWC
Set-Point
Our baseline for
expected happiness or
return point after
positive or negative
experiences
What do you “settle” for?
Are you just ‘getting by’?
How can you thrive?
Thriving
Effective
Coping
Adapting
(Getting by)
Tension
Release
Distress
#HRSWC Team Awareness

#HRSWC
Set-Point
Do Tolerate Don’t Tolerate
What would supervisors say?

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Set-Point
Tolerate Respond
Costs
Benefits
What would supervisors say?

#HRSWC
34
Employees
may and
often do
know about
various
problems
before their
supervisors
#HRSWC
Team Awareness

#HRSWC
35
#HRSWC
Speak Up
Don’t Speak
Up
Risks
Benefits
When you see a problem
(counterproductive)
in a peer or
coworker, or
you know things
can be improved
what are
the…
Team Awareness

#HRSWC
How Does Speaking Up Help with
These Dimensions of Health in the Work Culture?

#HRSWC
Tolerance Scenario
A group of coworkers go out for drinks after
work on a regular basis; every time at least one
of them gets too drunk to drive home
How much would you
either tolerate (do nothing) or respond (do something)
1 2 3 4 5 6 7 8 9 10
Do Nothing
(Tolerate)
Do Something
(Respond)

#HRSWC
Contact Information
Joel Bennett
Organizational Wellness & Learning Systems
3200 Riverfront (Suite 102)
Fort Worth, Texas, 76107
817.921.4260
owls@organizationalwellness.com

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