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Managing Misbehaviour
Managing Misbehaviour
 In the academic discipline of OB Misbehaviour is said to involve
any intentional action by members of organisations that defines and
violates shared organisational norms and expectations, and core
societal values.
 Managing misbehaviour requires an active posture in managers
that are responsible for identifying, solving, and correcting
problems.
The Emergence In Management Of The
Study of Misbehaviour
 Vardi and Weitz are two researches who coined the term
Misbehaviour.
 They subdivide misbehaviour into three categorise to benefit the
self, to benefit the member's employing organisation as a whole, and
inflict damage.
 Vardi and Weitz discuss in detail a number of misbehaviour
categories includes Deviance , Aggression , Political behaviour.
 In their framework, employee deviance is concerned with the
social conditions under which certain behaviours are considered
deviate.
 Workplace aggression includes harmful and damaging
behaviours.
 Political behaviour is the misuse of power and influence. These
three categories of misbehaviour overlap and are interrelated in
their framework
 Fraud
 Blackmail
 Sexual harassment
 Bribery
 Spying on co-workers
 Bullying
 Substance abuse
 Cheating
 Lying
 Theft
 Discrimination
 Misinformation
 Threats
 Dishonesty
Samples of Misbehaviour at Work
Key Factors in Organisational Misbehaviour
Antecedents Mediators
Outcomes Cost
 The antecedent conditions are the characteristics of
• Individual like values, attitudes, personality,emotion, stress
• Job like task identity,task significance, task variety, and emotion.
• Organizational like strategy,goal,culture,history,systems,ethics
• Group like norm development, cohesiveness and leadership.
 The mediators are normative force like organizational
pressure and expectations and instrumental force like personal
interest and belief .
 The outcome are the different forms of interpersonal
intrapersonal performance property and political misbehavior like
sexual harassment, cyber lacking, impression management,favouritism
etc
 These outcomes have a cost in terms of financial cost
lreduced productivity, law suits, loss of image and Social cost
like mental and physical injuries and job satisfaction.
 Sexual Harassment
• Sexual harassment is displayed by unwelcome sexual advances,
requests for sexual favours and other verbal or physical conduct of a
sexual nature.
• More than 70 percent of female employees report they have been the
objects of sexually harassing behaviours while working. Sexual
harassment is a form of aggression as well as unethical behavior
Selected Misbehavior
Aggression and Violence
The word aggression is used to describe many forms of behavior.
Aggression at work is the effort of an individual to inflict harm on
others with whom person has worked for or currently works for or
on the organization itself.
The attempt to bring harm is intentional and includes
psychological as well as physical injury.
 Bullying
Bullying differs from “normal” conflict with peers in that bullying is
characterized by an imbalance of power, strong emotional reactions
from the victim, a tendency to blame the victim, no effort to resolve
the conflict, and an attempt to gain control through conflict.
.
 Workplace Incivility
Workplace Incivility involves acting rudely, discourteously, or in a
demeaning manner toward others. It is on the low end of the
continuum of abuse. Incivility is not violence or harassment, but it
is a lack of respect for others
 Fraud
Fraud is defined as the intentional act of deceiving or
misrepresenting in order to induce another individual or group to
give up something of value. Fraud is a combination of motive and
opportunity. The opportunity to commit fraud is typically through
internal control systems.

 Substance Abuse
Substance abuse among workers leads to lost productivity,
premature and preventable health problems, increased workers'
compensation claims, and behavioural problems.
 Sabotage
Sabotage is an extreme form of workplace violence instituted to
disrupt, destroy, or damage equipment, data, or a work area.
 Cybers lacking
Cybers lacking is the use of the Internet for personal reasons is a
form of virtual goldbricking or “Cybers lacking." This behavior costs
organizations in terms of time and energy devoted to non
organization matters.
 Theft
Theft is defined as the unauthorized taking, consuming, or
transfering of money or goods owned by the organization.
This definition of theft should indicate that stealing is not limited to
tangible property. Data, information, and intellectual property can
and are stolen as well.
Thank You

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Managing Misbehavior

  • 2. Managing Misbehaviour  In the academic discipline of OB Misbehaviour is said to involve any intentional action by members of organisations that defines and violates shared organisational norms and expectations, and core societal values.  Managing misbehaviour requires an active posture in managers that are responsible for identifying, solving, and correcting problems.
  • 3. The Emergence In Management Of The Study of Misbehaviour  Vardi and Weitz are two researches who coined the term Misbehaviour.  They subdivide misbehaviour into three categorise to benefit the self, to benefit the member's employing organisation as a whole, and inflict damage.  Vardi and Weitz discuss in detail a number of misbehaviour categories includes Deviance , Aggression , Political behaviour.
  • 4.  In their framework, employee deviance is concerned with the social conditions under which certain behaviours are considered deviate.  Workplace aggression includes harmful and damaging behaviours.  Political behaviour is the misuse of power and influence. These three categories of misbehaviour overlap and are interrelated in their framework
  • 5.  Fraud  Blackmail  Sexual harassment  Bribery  Spying on co-workers  Bullying  Substance abuse  Cheating  Lying  Theft  Discrimination  Misinformation  Threats  Dishonesty Samples of Misbehaviour at Work
  • 6. Key Factors in Organisational Misbehaviour Antecedents Mediators Outcomes Cost
  • 7.  The antecedent conditions are the characteristics of • Individual like values, attitudes, personality,emotion, stress • Job like task identity,task significance, task variety, and emotion. • Organizational like strategy,goal,culture,history,systems,ethics • Group like norm development, cohesiveness and leadership.  The mediators are normative force like organizational pressure and expectations and instrumental force like personal interest and belief .
  • 8.  The outcome are the different forms of interpersonal intrapersonal performance property and political misbehavior like sexual harassment, cyber lacking, impression management,favouritism etc  These outcomes have a cost in terms of financial cost lreduced productivity, law suits, loss of image and Social cost like mental and physical injuries and job satisfaction.
  • 9.  Sexual Harassment • Sexual harassment is displayed by unwelcome sexual advances, requests for sexual favours and other verbal or physical conduct of a sexual nature. • More than 70 percent of female employees report they have been the objects of sexually harassing behaviours while working. Sexual harassment is a form of aggression as well as unethical behavior Selected Misbehavior
  • 10. Aggression and Violence The word aggression is used to describe many forms of behavior. Aggression at work is the effort of an individual to inflict harm on others with whom person has worked for or currently works for or on the organization itself. The attempt to bring harm is intentional and includes psychological as well as physical injury.
  • 11.  Bullying Bullying differs from “normal” conflict with peers in that bullying is characterized by an imbalance of power, strong emotional reactions from the victim, a tendency to blame the victim, no effort to resolve the conflict, and an attempt to gain control through conflict. .
  • 12.  Workplace Incivility Workplace Incivility involves acting rudely, discourteously, or in a demeaning manner toward others. It is on the low end of the continuum of abuse. Incivility is not violence or harassment, but it is a lack of respect for others
  • 13.  Fraud Fraud is defined as the intentional act of deceiving or misrepresenting in order to induce another individual or group to give up something of value. Fraud is a combination of motive and opportunity. The opportunity to commit fraud is typically through internal control systems. 
  • 14.  Substance Abuse Substance abuse among workers leads to lost productivity, premature and preventable health problems, increased workers' compensation claims, and behavioural problems.  Sabotage Sabotage is an extreme form of workplace violence instituted to disrupt, destroy, or damage equipment, data, or a work area.
  • 15.  Cybers lacking Cybers lacking is the use of the Internet for personal reasons is a form of virtual goldbricking or “Cybers lacking." This behavior costs organizations in terms of time and energy devoted to non organization matters.
  • 16.  Theft Theft is defined as the unauthorized taking, consuming, or transfering of money or goods owned by the organization. This definition of theft should indicate that stealing is not limited to tangible property. Data, information, and intellectual property can and are stolen as well.