Organizational Psychology Article Review

Organizational Psychology Article Review

Chapter Six: Counterproductive Behavior in Organizations

The core objective of the material in this chapter is to evaluate counterproductive behavior within organizations. Foremost, the author begins by investigating the most predominant influencing factors which lead to ineffective performance. Afterward, less common forms of counterproductive behavior are addressed—secondly, the organizational effects of counterproductive behavior. Finally, the author investigates means of eliminating, if not all, at least some of the counterproductive behavior. Throughout the investigations, the author aims to identify the best ways to prevent the distinct forms of counterproductive behavior (Jex & Britt, 2008).

The author addresses some critical questions throughout the chapter. First, the author acknowledges that despite being incentivized with tangible and intangible rewards, some workers are still ineffective in their jobs. Second, despite organizations identifying a declining trend in employee performance, the authors are more concerned with understanding and determining why employees exhibit poor performance.

The key concepts addressed in the material include the four classifications of performance data that organizations acquire from employees to measure and diagnose the root causes of counterproductive behavior. Attribution theory is also proposed as a vital tool for managerial and supervising employees to uncover the causes of ineffective performance. The chapter acknowledges that the fundamental causes of unproductive performance may not be apparent. Thus, it pinpoints the steps that supervisors can adopt to mitigate performance problems within all organizational levels. The concept of employee absenteeism is broadly explored whereby the author characterizes its major determinants to combat the proliferation of absenteeism by setting up deterrence measures and beneficial programs (Jex & Britt, 2008). An in-depth assessment of employee turnover is pursued to adopt a behavioral model towards predicting it. Several nonaffective variables which impact turnover are studied, and a correlation between the factor’s impact over time is summarized. Finally, the author identifies the self-selection effect, which he attributes towards influencing some unknown factors hindering performance from being linked to a group’s turnover (Jex & Britt, 2008).

The concept of organizational behavior necessitates an informed approach to how people act and network within an organization. The concept applies to people within an organization and is thus concerned with understanding, forecasting, and influencing their behavior. The nature of a relationship is a vital influencer of behavior, necessitating people to operate differently within a group setting than they do independently. Since organizational behavior is the foundation of human resource management and development, it incorporates studying group dynamics, job performance, and job fulfillment (Jex & Britt, 2008). Strategies that facilitate the success of organizations need a profound understanding of organizational behavior theory that aids in problem-solving and implementing new strategies that swiftly produce results.

There are several significant interpretations from the chapter. Foremost, Organizational change initiative arises out of difficulty within an organization. The changes are identified by enlightened leaders that can recognize and exploit capacities within an organization. They aim to overcome resistance by appealing to the employee’s participation and involvement in the design and implementation phases of the stages of transformation. From an organizational standpoint, the various factors affecting the nature of people are highlighted. They include individual difference, perception, a whole person, motivated behavior, and value. Spector’s Model depiction of locus of control states the firm’s motives and the company’s character. The factors affecting the nature of organizations include social systems, mutual interest, and ethics. Despite the existence of workplace counterproductive behaviors challenges, organizations have adopted various methodologies ensuring they are overcome. Some prospective solutions to diversity challenges include D&I strategy for success, whole team involvement on projects, hiring multilingual employees, implementing gender equality initiatives, and holding individuals accountable (Jex & Britt, 2008). Finally, some of the most common challenges of counterproductive behaviors in the workplace are mentioned. They include gender inequality issues, employee requirements, generational differences, communication barriers, disability discrimination, and resistance to change.

References

Jex, S. M., & Britt, T. W. (2008). Counterproductive Behaviour in Organizations. In Organizational psychology: a scientist-practitioner approach. J. Wiley & Sons, Inc.