The document summarizes research on counterproductive work behaviors and strategies to reduce them. It defines counterproductive work behaviors as intentional actions that harm the organization. Such behaviors cost businesses billions annually. The research investigated the relationship between counterproductive behaviors and personality characteristics, organizational justice, and organizational citizenship. It found that different factors predict different types of counterproductive behaviors. The document concludes by discussing scales used to measure counterproductive behaviors and preliminary results from a study of Polish public sector workers, finding low levels of serious counterproductive actions.

2. PRAYER
Dear Lord and Father of all,
Thank you for today. Thank you for
ways in which you provide for us all.
For your protection and love, we thank
you. Help us to focus our hearts and
minds now on what we are about to
learn. Improve us by Your Holy Spirit
as we listen and take down notes.
Guide us by your eternal light as we
discover more about the world. We ask
this in the name of Jesus. Amen.

3. Hello! We are your reporters for today!
3
Mae Ritz Ebro
PROVINCIAL TOURISM
OFFICE
Lalaine Espenocilla
DEPARTMENT OF
EDUCATION
Jason De la Cruz
TAYAWA TOLENTINO CPAs
& COMPANY
Rhaneth Joy Kirtley
UNIVERSITY OF ANTIQUE
Romiel John Obregoso
ANTIQUE MEDICAL CENTER
Krisnah Mar Cortejo
LGU PATNONGON
Ma. Arlyn Gozon
LGU TOBIAS FORNIER
Leo Lobaton
PROVINCIAL PLANNING &
DEVELOPMENT OFFICE

5. 5
READING #51
Counterproductive Work Behaviours
in an Organization
and Their Measurement upon the
Example of Research Conducted
among Employees in the Public
Administration Sector in Poland
MAE RITZ EBRO

6. Dawid Szostek, PhD
Department of Organizational Behavior and Marketing
Nicolaus Copernicus University

7. THE AIM OF THE STUDY
1. to present problems connected with
measurement of counterproductive behaviours in
an organization.
2. to present the most commonly used scale for
measurement of the behaviours, namely
Counterproductive Work Behaviours Checklist
(CWB-C), as well as preliminary results of the
research conducted with the use of the scale
among employees of territorial self-government
units in Poland (commune offices).

9. FOUR MAIN TYPES OF
ORGANIZATIONAL BEHAVIOURS
1) OCB – Organizational Citizenship
Behaviours;
(German - extraproduktives Verhalten)
2) Intrapreneurship
3) Acting In Accordance With Provisions
(German- Dienst nach Virschriften)
4) CWB – Counterproductive Work
Behaviour;
(German – kontraproduktives Verhalten)

10. OCB – Organizational
Citizenship Behaviours;
(German - extraproduktives Verhalten)
are voluntary behaviours exceeding the
contractual description of duties for a
given job and not accepted in the formal
system of motivation and, at the same
time, contributing to realization of targets
of an organization and adhering to
principles of an organization.

11. Intrapreneurship
are often referred to as “entrepreneurs
within an enterprise”. Such behaviours
are nothing but independent identification
of sources of success as well as pro-
innovative activity undertaken at one’s
own risk and responsibility. Otherwise,
this puts not only development of an
organization at risk, but also existence of
an organization itself.

12. Acting In Accordance With Provisions
(German- Dienst nach Virschriften)
– is a totally red-taped behaviour, based
only upon rules of an organization as well
as full adherence to the same. However,
this causes negative effects for targets of
an organization, because, as it has
already been mentioned, functioning and
development of an organization requires
flexible adjustment to the surrounding
reality.

13. CWB – Counterproductive Work
Behaviour;
(German – kontraproduktives
Verhalten)
– is connected with infringement of rules
of an organization, which results in
negative effects for realization of its
targets.
- referred to as deviant, dysfunctional,
retaliatory, aggressive behaviours,
misbehaviours or asocial behaviours
(Nerdinger 2011, p. 418; Robinson and
Bennett 1995; Spector and others 2006)

14. In order to refer to counterproductive
work behaviours, the following three
conditions have to be fulfilled jointly
(Nerdinger 2011, s. 41):
1. a behaviour has to be purposeful,
2. there has to be a potential for inflicting
damage to an organization or its
stakeholders (event if no such
damage occurs) and
3. it has to be contrary to official targets
of an organization.

15. MOST FAMOUS CLASSIFICATION OF
COUNTERPRODUCTIVE WORK
BEHAVIOURS
(Spector i in. 2006, s. 448-450):
1) ABUSE AGAINST OTHERS
– doing both physical and mental harm to
colleagues (e.g. threatening, unpleasant
comments, ignoring),
2) PRODUCTION DEVIANCE
– deliberate omission or hindering realization
of task ascribed,
3) SABOTAGE
– deliberately destroying or neglecting
property of an organization,

16. MOST FAMOUS CLASSIFICATION OF
COUNTERPRODUCTIVE WORK
BEHAVIOURS
(Spector i in. 2006, s. 448-450):
4) THEFT
– misappropriation of property of an
organization or colleagues,
5) WITHDRAWAL
– limitation of time devoted to work below a
standard necessary for realization of
targets of an organization (e.g. unjustified
absence, tardiness, leaving before the
agreed due time for completion of work,
taking breaks longer than permitted by the
rules).

17. For such types of behaviours or
circumstances contributing to the
same in relation to a worker
may be divided as:
1. INTERNAL
2. EXTERNAL

18. INTERNAL
(also referred to as endogenous):
- physiological/biological (e.g. specificity of
the nervous system or somatic conditions),
- personality-related/cognitive (the method
of interpretation of the surrounding
reality and events in an organization);

19. EXTERNAL
(also referred to as exogenous,
situational or environmental):
- physical conditions of work
- the sense of organizational justice (absence of the
sense causes frustration and retaliatory trends
among workers).
- occupational stress (too high level of stress – e.g.
caused by work overload – causes anger & fear),
- balance between work and private life (its
absence/deficiency results in occupational stress,
fatigue and negative emotions),
-- social standards and expectations (e.g. the level
of tolerance for specified manifestations of
counterproductive work behaviours)

20. WAYS TO ELIMINATE OR LIMIT OCCURRENCE OF
COUNTERPRODUCTIVE WORK BEHAVIOURS.
(Nerdinger 2011, p. 420):
1) selection of workers
2) training for workers and managers
3) development of an appropriate style of leadership
4) development and enforcement of organizational
standards,
5) introduction of prompt inspection forms or
intensification of inspection activities
6) ongoing measurement of manifestations of
counterproductive work behaviours )

21. THE MOST COMMON
METHODS OF
MEASUREMENT OF
COUNTERPRODUCTIVE
WORK BEHAVIOURS
(Pecker and Fine 2015, p. 90):

22. 1) MONITORING OF SAFETY AND
WORK RULES
(e.g. CCTV cameras, clock cards)
– the method has a lot of defects. It
does not allow for measurement of
some manifestations of
counterproductive work behaviours.
What is more, in numerous cases,
identification of such behaviours is
only possible upon elapse of a long
period of time.

23. 2) HOT-LINES
– making it possible for
workers to report on
cases of discriminating
behaviours or behaviours
that infringe ethics of
safety principles (by
telephone, email or in
writing),

24. 3) SURVEY METHODS AMONG CURRENT
WORKERS
– these most often include indirect survey
methods (random, general or internet
surveys), with the use of specialist scales for
measurement of counterproductive work
behaviours. However, this solution has a
considerable drawback – if
measurements are made among
current workers, it is feared that the
survey results will be less reliable,
which results from fears of (even
anonymous) admitting to undertaking
of such types of behaviour,

25. 4) EXIT SURVEYS (exit interviews)
- these most often include
surveys or interviews conducted
among former workers shortly after
they have left an organization, also
with the use of specialist scales. The
advantage of the group of methods is
greater honesty of former workers (and,
at the same time, reliability of
measurement)

26. THE TYPES OF SCALES MAY INCLUDE ONE OR
SEVERAL SELECTED FORMS OF
COUNTERPRODUCTIVE
WORK BEHAVIOURS.
1. INTERPERSONAL CONFLICT SCALE AT
WORK (ICAWS).
- allows for measurement of conflicts in an
organization. It consists of four phrases
(e.g. “How often do you engage in conflicts
with others at work?”) and a respondent is
asked to refer to each of the phrases using the
scale from 1 – no less frequently than once a
month or never up to 5 – several times a day.

27. In case of simultaneous measurement of various
forms of counterproductive work behaviours,
the following two scales are most reliable:
1. Uncivil Workplace Behaviour
A. QUESTIONNAIRE
2. Counterproductive Work Behaviour
A. CHECKLIST (CWB-C)
- most often used in practice

28. METHODOLOGY AND RESULTS OF THE AUTHOR’S
OWN RESEARCH
The author’s own research, among others,
with the use of CWB-C scale was conducted
in the period from June to November 2016
with the use of an online survey method. The
survey questionnaire was sent by emails to
as many as 2,478 commune self-governments
In Poland (including 304 municipal communes,
611 municipal and rural communes and 1563
rural communes). The message with the questionnaire
includes a request for distribution of the same among
all workers of a given commune office.

29. METHODOLOGY AND RESULTS OF THE AUTHOR’S
OWN RESEARCH
The measurement method used also
made it possible for respondents to
remain anonymous and, therefore,
allowed for increase of willingness to
participate in the survey and, thus, obtain
reliable results. It was extremely important
due to the sensitive character of the subject of
measurement. The online survey also allowed for
collection of a large number of answers in a relatively
short period of time.

30. METHODOLOGY AND RESULTS OF THE AUTHOR’S
OWN RESEARCH
The total of 871 correctly filled in questionnaires
were obtained, including 227 from men (27.0%)
and 613 from women (73.0%). The respondents
were employed in municipal communes
(291 respondents, 33.8%), municipal and rural
communes (122 respondents, 14.2%) and rural
communes (447 respondents, 52.0%). Most of the
workers were executive workers (white collar
workers) – 556 respondents (64.6%), whereas 305
respondents did managerial jobs (35.4%). The
greatest number of respondents indicated a long
years of service, i.e. 8 years or longer (560
respondents, 64.5%), 152 respondents worked from 4
to 7 years (17.5%), whereas 156 respondents – no
longer than 3 years (18.0%).

32. Upon averaging of the number of answers of a given type (from “never” to “every day”) for particular
categories of counterproductive work behaviours, it can be stated that the respondents most often
admitted to avoiding work (24.0% rarely; 3.5% from time to time; 0.3% every day) and to abuses against
others (respectively: 17.4%; 2.5%; 0.3%). Subsequent places in the ranking were taken respectively by
interference with work, thefts and sabotage

33. The Table 2 presents
distribution of answers
for particular forms
(manifestations) of
counterproductive
work behaviours on
CWB-C scale

34. CONCLUSIONS
The article describes problems of
measurement of counterproductive work
behaviours (CWB) in an organization. The
author also presents one of the most often
used scales for measurement of the
behaviours, namely Counterproductive
Work Behaviour Checklist. The scale
includes 5 basic categories such as abuses
against others, interference with work,
sabotage, thefts and avoiding work.

35. CONCLUSIONS
The presented preliminary results of the
research done in 2016 with the use of the
scale among workers of territorial self-
government units in Poland (commune
offices) confirm the high reliability of CWB-C
scale as regards measurement of
counterproductive work behaviours.

36. CONCLUSIONS
Based on the analysed results, it can be
stated that the scale of involvement of the
worker in counterproductive work behaviours
is minor. What is more, there are mainly
behaviours addressed against an organization
(for example, tardiness) and rarely against
colleagues or superiors. It should also be noted
that manifestations of counterproductive work
behaviours identified in the research are not
serious in most cases (these are, for example,
vicious jokes and not physical violence against
others).

37. CONCLUSIONS
The author hopes that, owing to the
presented text, it will be possible to
achieve additional targets such as
paying attention to relevance and
complexity of the problem of such
behaviours as well as their consequences
for a contemporary organization.
Obviously, this article contributes to further
discussion and empirical research.

38. READING #52:
Counterproductive
behaviour at work: an
investigation into
reduction strategies
JASON A. DE LA CRUZ, CPA
MPA STUDENT

39. Counterproductive
Work Behaviour (CWB)
It is commonly defined as voluntary or intentional behaviour
that acts against the interests of the organization. CWB has
found itself to be the focus of extensive research recently
due to the pervasive and costly consequence of such
behaviours which affects both the organizations and their
employees.
39

40. The nature of counterproductive
work behaviour
40
CWB is a class of behaviours that
acts against the interests of the
organization, which individuals,
usually, consciously choose to
engage in. Examples of CWB may
include playing cruel pranks,
bullying/swearing at colleagues,
falsifying expense reports,
sabotaging others’ work and even
theft.

41. 41
According to the American Management
Association (2005), approximately 25% of
companies have fired employees for misuse of
the internet. Moreover, 95% of organizations find
themselves the targets of employee theft and
fraud (Case 2000).
These behaviours cost US businesses
approximately $50 billion annually, and may
account for as many as 20% of failed
businesses (Coffin 2003). Although more difficult
to quantify, the negative psychological impact of
workplace deviance can translate into reduced
employee morale, higher rates of absenteeism
and turnover, and lower productivity (Hoel,
Einarsen and Cooper 2003).

42. CWB and personality characteristics
One of the long-held goals of
managerial science has been
to establish a model that can
suitably describe human
personality characteristics and
predict their effects on
behaviour at work. There are
currently a handful of models
that have risen to prominence.
1

43. CWB and Organizational Justice
Organizational justice is concerned with
individual perceptions of fairness and justice
treatment in the workplace. Organizational
justice has been well-studied in the field of
management and there are three forms of
justice that are widely discussed; distributive
justice, procedural justice and interactional
justice.
43

44. CWB and organizational citizenship
behaviour
Organizational citizenship behaviour (OCB) is
generally defined as behaviour that goes beyond
the formal requirements of the job and is
beneficial to the organization. Examples of OCB
may include assisting colleagues with their tasks,
devoting time to assist new entrants to the
organization, defending their organizational
reputation, or even voluntary salary-cut to
support the organizations.
44

45. READING #53:
A Comparison of Attitude,
Personality, and Knowledge
Predictors of Service-Oriented
Organizational Citizenship Behaviors
Lance A. Battencourt
Indiana University Bloomington
Matthew L. Meuter
California State University, Chico
Kevin P. Gwinner
Kansas State, University
LALAINE J. ESPENOCILLA

46. 46
Attitude, Personality , and Customer Knowledge
antecedents were compared in their predictive
ability of 3 service-oriented forms of employee
organizational citizenship behaviors(OCBs):
Loyalty, Service Delivery and Participation.

47. 3 Types of service oriented OCBs was predicted by
different subsets of the antecedents are:
-Job Attitude
-Personality
-Customer Knowledge
47
According to Van Dyne et al.( 1994)
OCB conceptualization introduces a
new type of citizenship behavior called
Loyalty, Participation and
Conscientiousness.

48. 48
Some types of OCBs “ are probably
more appropriate for certain type
of organizations than others.
Service companies have special
requirements on dimensions
related to dealing with customers
and representing the organizations
to outsiders” ( Borman &
Motowidlo, 1993)

49. 3 Citizenship dimensions( Van Dyne et al. 1994)
1st-These employee act a representatives of the firm to
outsiders and can enhance or diminish organizational image.
2nd- Customer Contact employees provide a strategic link
between the external environment and internal operations.
3rd- conscientious role performance is also critical for contact
employees, especially concerning behaviors that directly
impact customer
49

50. Attitudinal Antecendents:
› Job Satisfaction refers to the employee’s overall affective
evaluation of the intrinsic and extrinsic facets of the job.
› POS( Perceived Organizational Support) refers to employee
global beliefs that the firm cares about them personally and
values their contributions to the organization. (Eisenberger
et al., 1990)
50

51. 51
Personality Antecendents:
› Service Orientation represents an individual’s
predisposition to provide superior service thourgh
responsiveness, courtesy and genuine desire to satisfy
customer needs. ( Cran,1994; Hogan et al. 1984)
› Empathy is an important trait for boundary spanning
employees to possess because it helps them to sense
how consumers are experiencing the service encounter.
( Bowen and Schneider, 1985)
- Cognitive perspective
› - Emotional perspective

52. 52
Customer Knowledge:
› Trait Richness refers to the breath of contact
employee knowledge concerning the characteristic of
different customer types ( Sujan et al. 1988)
› Strategy Richness refers to the breadth of contact
employee knowledge concerning strategies for dealing
with varying customer needs and situations( Sujan et
al.,1988)

53. Organizational Citizenship Behaviors
isn’t something every employee will engage in, it can have
tremendous benefits for both your workforce and the
organization. As such, it’s worth looking for ‘OCB potential’ in
candidates during the hiring process, actively involving
managers in setting the right example, and rethinking your
performance management to make organizational citizenship
behavior an intrinsic part of your company culture.
53

54. 54

55. Reading #54
Counterproductive
Behaviors and Employee
Discipline
Emerald Jay D. Ilac, Helen C. Salvosa
Rhaneth Joy Kirtley

56. Short Introduction :
› EMPLOYEES ARE
IMPORTANT
› (ACCORDING (Liz Ryan
Nov 1, 2017, Forbes
Careers),
› powerful energy
› has influence
› only real connection
56

57. = behaviors that explicitly run counter
to the goals of an organization (Emerald Jay D.
Ilac and Helen C. Salvosa; COUNTERPRODUCTIVE BEHAVIORAND
EMPLOYEE DISCIPLINE) (see as well ) Jex 2002
57
Defining Counterproductive Behaviours:

58. Counterproductive Behavior in Philippine
Organization
(According to Luis Philip Tan June 4, 2018….) In
his four years of experienced in managing a
fast-growing local BPO,he learnt the following
factors that contributed to this concern are :
› Compensation
› Physical and Family Health
› Leadership
58
› 1) Employee Turnover
(attrition)
› 8.5 % ( 700 large
enterprises in Metro
Manila,- survey in 2011)
› 27% (BPO industry)

59. Predictors of Turnover(FACTORS)
› quality of company
vision/strategy,
› opportunity for growth,
› internal politics or
bureaucracy,
› the level of challenge in
work,
› the amount of job stress,
› the clarity of the link
between pay and individual
contributions,
› and the company’s
responsiveness to
employee needs
Age:
(Mary Gormandy
White; M.A., SHRM-
SCP, SPHR - HR
Consultant- Older
Workers vs.
Younger Workers)
.
59

60. 2) Burnout = “a syndrome of emotional
exhaustion, depersonalization, and reduced
personal
60

61. 3. Relational Aggresion = according to Filho,
Purunggan and Sanchez 2004;
Silent Treatment
= (see Jex
2002).
Rumors
(According to
Filho,
Purunggan and
Sanchez 2004)
Backstabbing =
(see Jex 2002).
61

62. 3. Relational Aggresion = according to Filho,
Purunggan and Sanchez 2004;
Silent Treatment
= (see Jex
2002).
Sexual
Harassment
=Feagin and
Eckberg 1980)
Discrimination =
(Feagin and Eckberg
1980)
Gender discrimination
Discrimination against
LGBTQ
School Discrimination
62

63. Prevalent Counterproductive Behaviors in
the Philippine Workplace
› Tardiness.
› Gossiping
› Internet Use
› Absenteeism
› Favoritism
63

64. Dealing with
Counterproductive
Behaviors
Krisnah Mar Cortejo

65. Labor- Management
Relations

66. What is Labor-
Management
Relations?

67. Labor-Management
Relations (LMR)
refers to the rules and policies that
govern and organize employment,
how these are established and
implemented, and how they affect
the needs and interests of employees
and employers

68. Management has the
legal right to:
1. Hire Employees
2. Change the working hours of the
employees
3. Prescribe rules
4. Transfer or reassign employees
5. Demote any employee
6. Dismiss an employee pursuant to
company rules and regulations

69. Rights of the of the
employees are:
1. Self-organization
2. Conduct collective bargaining
or negotiation with
management
3. Engage in concerted activities
a. Economic strikes
b. Unfair labor practice strikes
4. Enjoy security of tenure

70. 70
5. Work under humane conditions
Which would be:
a. Not exceeding eight (8) hours of work in a day
b. Paid night differential
c. Compensated overtime work beyond the regular hours of work
d. A rest period of not less than twenty-four (24) consecutive hours
after every six (6) consecutive normal work days
e. Additional compensation for rest day, Sunday or holiday work
f. Employees who have rendered at least one year of service shall
be entitled to a yearly service leave of five days with pay
g. Maternity leave of 60 days for normal deliveries and 78 for
Caesarian; paternity leaves of 7 days; solo parent leaves of up to 7
days
h. No woman, regardless of age, shall be employed or permitted or
suffered to work, with or without compensation

71. 71
71
i. No child below fifteen (15) years of age shall be employed,
except when he works directly under the sole responsibility of his
parents or guardian, and his employment does not in any way
interfere with his schooling
j. Any person between fifteen (15) and eighteen (18) years of age
may be employed for such number of hours and such periods of
the day as determined by the Secretary of Labor in appropriate
regulations
k. Any child’s employment or participation in public entertainment
or information through cinema, theatre, radio or television must
have an employment contract approved by the child’s parents or
legal guardian, with the express agreement of the child concerned,
if possible, and the approval of the Department of Labor and
Employment (Republic Act 7658)
l. Safety from sexual harassment acts

72. 72
6. Living wage
7. Participate in policy decision-making
processes affecting their rights and
benefits as may be provided by law

73. Employee Discipline and
the Labor Code
Beyond rights accorded to employers
and employees, the implementation of
employee discipline is hinged on the
Philippine Labor Code. The social justice
provision of 1987 Philippine Constitution
provides that “those with less in life
should have more in law,” echoing the
credo of President Ramon Magsaysay.

74. The law (Article 282 of the Labor Code)
provides some instances where
employees can be outright dismissed
from their respective institutions:
1. Serious misconduct or willful disobedience by the employee of the
lawful orders of his employer or representative in connection with his
work
2. Gross and habitual neglect by the employee of his duties
3. Fraud or willful breach by the employee of the trust reposed in him
by his employer or duly authorized representative
4. Commission of a crime or offense by the employee against the
person of his employer or any immediate member of his family or his
duly authorized representative

75. 75
Implications
This chapter shed light on various Western and Philippine
studies on counterproductive behaviors. It discussed
common behaviors and conceptual differences between
the literature: Western studies have focused more on the
individualistic practices of counter-productivity while
Filipino literature has stressed how social and interpersonal
relationships come into play. Philippine studies on job
turnover and burnout, relational aggression, discrimination,
and sexual harassment were discussed, and a study
conducted by the authors highlighted the current trends in
counterproductive behaviors.

76. READING #55
Abusive Supervision and Workplace
Deviance and the Moderating Effects of
Negative Reciprocity Beliefs
By: Marie S. Mitchell and Maureen L. Ambrose
University of Central Florida
MA. ARLYN Y. GOZON

77. The Author Focus on the following:
1. Examine the relationship between abusive
supervision and employee workplace deviance.
2. Abusive supervision as type of aggression.
3. Predict abusive supervision will be related to
supervisor-directed deviance, organization deviance,
and interpersonal deviance.
4. Examine the moderating effect of Negative
reciprocity beliefs.

78. Abusive Supervision
It is the “subordinates” perception of the
extent to which their supervisor engage in the
sustained display of hostile verbal and nonverbal
behaviours, excluding physical contact.
According to Tepper (2000 P.178)

79. Workplace Deviance
Is a purposeful behaviour that isolates
organizational norms and is intended to harm the
organization, its employees, or both. (Bennett &
Robinson, 2003).

80. Negative Reciprocity-Orientation
Is the tendency for an individual to return
negative treatment for negative treatment.
(Cropazano & Mitchell, 2005).

81. Conclusion/Discussion:
1. Abusive supervision would be related to both
direct retaliation
-supervisor-directed deviance, as well as displaced
deviant behaviours
-deviance targeted at other individuals (Coworker) at
the organization.
2. Negative reciprocity beliefs would play a role in
the relationship. The results show that negative
reciprocity beliefs strengthened the relationship
between abusive supervision and supervisor-directed
deviance

82. Conclusion/Discussion:
3. Negative reciprocity beliefs did not significantly
influence the relationship between abusive
supervision and other types of deviant behaviour
(neither organizational nor interpersonal deviance).

83. THANK YOU!

84. 84
Copyright © 2006 by
DELTA PUBLISHING COMPANY (pages 94-110)
LEO GENARD M. LOBATON

85. 85

86. Prosocial behavior was defined as behavior through which people benefit
others (Eisenberg, 1982), including helping, cooperating, comforting,
sharing, and donating (Eisenberg and Fabes, 1998; Greener and Crick, 1999).
86

87. 1.) Organizational Citizenship Behavior (OCB)
- “individual behavior that is discretionary, not directly or explicitly
recognized by the formal reward system, and that in the aggregate
promotes the effective functioning of the organization.” Organ (1988)
2.) Whistle-Blowing
- refers to the disclosure by employees of illegal, immoral, or illegitimate
practices by employers to people in the organization who are authorized
to take action.
87
TWO FORMS OF PROSOCIAL BEHAVIOR

88. - the level at which employees
participate in decision-making,
how management and employees
work together to resolve
problems, and how all levels of the
organization work together to
achieve common goals.
88

89. 1. The Reciprocity Principle
2. Trust: Believing in Others
3. Personal Orientation (Classified into 4 based on their predisposition)
• Competitors - People whose primary motive is doing better than others, besting them in
open competition.
• Individualists - People who care almost exclusively about maximizing their own gain, and
who don't care whether others do better or worse than themselves
• Cooperators - People who are concerned with maximizing joint outcomes, getting as much
as possible for their team.
• Equalizers - People who are interested primarily in minimizing the differences between
themselves and others.
4. Organizational Rewards System (Extrinsic and Intrinsic)
89
Factors affecting Cooperation within Organizations

90. In the context of organizations, conflict maybe defined as a process in which
one party believes that another party has taken or will take actions that are
incompatible with his or her own interests.
90

91. Grudges
- conflict is caused when people
who have lost face in dealing with
someone attempt to "get even"
with that person by planning some
form of revenge
Destructive Criticism
- negative feedback that angers the
recipient rather than helps this
person do a better job
Malevolent Attributions
- wishing evil or harm to another
or others; showing ill will
Distrust
-the feeling that someone or
something cannot be relied upon
Competition over Scarce
Resources
-organizations never have
unlimited resources is inevitable
that conflicts will arise over the
distribution of those resources.
91
Causes of Conflict in the Workplace

92. 1. Bargaining – a way to resolve conflicts by negotiating a
solution that is acceptable to all the parties involved.
› Avoid making unreasonable offers
› Seek common ground
› Broaden the scope of issues considered
› Uncover "the real" issues.
2. Third Party Intervention - A widely used and effective means
of breaking such deadlocks is to use third parties—individuals
who are not involved in the dispute who are called upon to
intervene in the interest of finding a resolution.
92
Conflict Management Techniques

93. 93
Stress is defined as external events (i.e., ones beyond our own control)
that create extreme demands on us.

94. 1. Occupational Demands
2. Conflict between Work and Nonwork
3. Role Ambiguity: Stress from Uncertainty
4. Overload and Underload
5. Responsibility for Others: A Heavy Burden
6. Lack of Social Support
7. Sexual Harassment 94
Causes of Stress

95. Be
physically
fit
Eat a
healthy
diet
95
Learn to
react
differently
Avoid
inapprop
riate self-
talk
Take a
Time-out
Managing Stress: Some Effective Techniques
Relax and
Meditate

96. Thank you!
96

97. 97