Normally when discussing counterproductive work behaviors, researchers and scholars do not think of the beneficial aspects. However, Mindy Krischer, Lisa Penney, and Emily Hunter (2010) conducted a study using 295employed adults randomly selected through the 2004 StudyResponse Project to explore the possible beneficial properties of production deviance and withdrawal, two forms of CWBs (p. 154). As it relates to the subsequent reviewed article Krischer et al. (2010) states, “We investigated whether two forms of CWB…serve as a means of coping to mitigate the impact of low distributive and procedural justice on emotional exhaustion” (p. 154). Krischer et al. (2010) used Price and Mueller’s (1986) six-item scale to measure distributive justice, Moorman’s (1991) 12-item scale to measure procedural justice (p. 158). Krischer et al. (2010) also applied the Counterproductive Work Behavior Checklist (as cited in Spector et al., 2006) to measure production deviance and withdrawal, and the Job –Related Affective Well-Being Scale (as cited in Van Katwyk, Fox, Spector, & Kelloway, 2000) to assess emotional exhaustion (p.158). Krischer et al. (2010) results suggest that CWBs, like withdrawal, are effective coping mechanisms for perceived low distributive justice and will result in less emotional exhaustion. However, the results displayed production deviance not being a suitable CWB for coping with procedural justice (Krischer et al., 2010). Procedural justice is quite exhausting because it involves both active and passive behaviors, and the emotional cost of this CWB is a leading drawback.
One theory the article presents is how CWBs could be beneficial to the organization and the employee. If the employees perceive the rewards or p...
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...grievance systems that offer outlets for employees to voice their opinions and reduce their level of stress in the workplace (Krischer et al., 2010). Additionally, organizations should consider presenting breaks as a positive approach for employees to moderate stress and have time to reevaluate demanding situations (Krischer et al., 2010).
Works Cited
Krischer, M. M., Penney, L. M., & Hunter, E. M. (2010). Can counterproductive work behaviors be productive? CWB as emotion-focused coping. Journal Of Occupational Health Psychology, 15(2), 154-166. doi:10.1037/a00183
Bolton, L. R., Harvey, R. D., Grawitch, M. J., & Barber, L. K. (2012). Counterproductive work behaviours in response to emotional exhaustion: A moderated mediational approach. Stress And Health: Journal Of The International Society For The Investigation Of Stress, 28(3), 222-233. doi:10.1002/smi.1425
Employment relationships may have economic and social exchange. When it is an economic exchange, employees receive only contractual inducements and they are likely to confine their contributions to those prescribed by the contract. When the employment relationship is a social exchange, employees receive positive, beneficial treatments from the organization. This in turn creates obligations on the part of employees to reciprocate in positive beneficial ways (Settoon et al., 1996). Since OCB is generally discretionary, it is a social resource that can be exchanged by individuals, who have been the recipients of social rewards (Foa & Foa, 1980; Moorman, 1991). Therefore when the employment relationship is a social exchange, employees are more likely to engage in OCB (Organ, 1988).
Satisfaction, feeling of accomplishment and happiness, which are reached in work-life, affect the daily life of a person. In contrast to this condition, dissatisfaction, failure and unhappiness in the work-life may cause some psychological issues. One of th...
...itive and negative affectivity in job performance: A meta-analytic investigation. Journal of Applied Psychology, 94(1), 162-176. doi:10.1037/a0013115
In conclusion I believe that resistance in the workplace, weather against another employee, department, or employer is at times a necessity. This is one of the main reasons were formed, to stand up to employers and fight for what is right and fair. The main thing to remember is that there must be a valid reason to stand up to the employer, if not disciplinary action will most likely be taken. When the employee is right however, the many forms of resistance that I have stated in the previous paragraphs are an effective way to set things on the right path.
Over time, this dull pain can erode the self-confidence and passion of even the strongest people, which in turn, affects their spouses and children and friends in subtle but profound ways… Though it may be difficult to quantify, the dissatisfaction of employees has a direct impact on productivity, turnover, and morale, all of which eventually hit a company’s bottom line hard,” (p. ix –
Mann, S. (2004). 'People-work': emotion management, stress and coping. British Journal Of Guidance & Counseling, 32(2), 205-221.
With the concept of organization justice, Shkoler (2017), defines the concept of organizational justice as the “Perceptions of the degree to which an organization provides its employees with appropriate, fair and respectful treatment, adequate and accurate information, and resources and rewards.” (Shkoler & Tziner, 2017). With this, the researchers (2017) found that employees who perceived injustice in the workplace and acted to resolve the issues developed some behaviors that demonstrated negative feelings towards the organization. These behaviors included a lack of motivation and manifestations of mistrust towards the workplace or the manager. (Shkoler et al., 2017). The consequence of perceived injustice to employers is job burnout. Emotional intelligence was measured using the Trait Emotional Intelligence Questionnaire-Short Form. Organizational justice was measured by the justice scale and burnout was measured with the Maslach Burnout Inventory. Work Misbehavior was measured by the Interpersonal and Organizational Deviance Scale. Meetings were conducted among threatened participants to gather the information about what might be going on in terms of employee’s personal, social, and mental health. This included issues of expertise, self-esteem,
...of workplace demands with a high level of control as well as implement a balanced effort and reward system. They also need to be aware of common stressors like work overload, role ambiguity, role conflict, occupation, working conditions, and resource inadequacy. Stress can lead to poor health, poor performance, absenteeism, and turnover.
Judge, T. A., Locke E.A., (1993). Effect of dysfunctional thought processes on a subjective well-being and job satisfaction. Journal of Applied Psychology, 78, 475-490.
Workplace deviance is a voluntary unethical behavior that disobeys organizational norms about wrong and right, and in doing so, threatens the wellbeing of the organization, and/or its members(Robinson and Bennett 555-572). According to Robinson and Bennett, “workplace deviances behavior varies along two dimensions: minor versus serious, and interpersonal (deviant behavior directed at other individuals in the organization) versus organizational (deviant behavior directed at the organization)” (555-572). Based on these dimensions it was further divided, into four categories: production deviance (leaving early, wasting resources etc.), property deviance (stealing ,destroying equipment etc.), political deviance (gossiping, favoritism etc.), and personal aggression (verbal abuse ,sexual harassment etc.) (Robinson and Bennett 555-572).According to Robinson and Bennett,workplace deviant behaviors cost U.S. companies approximately between $6 billion and $200 billion annually(555-572). In addition turnover, absences, and illness, and results in poor or lowered productivity, low morale, and litigation ., workplace deviances leads to misuse and loss of time, waste of resources, increases employee(Robinson and Bennett 555-572) .
Workplace stress has become an increasingly serious issue due to its cost to organisational productivity and employee health and wellbeing. Over the years, the association between stress and counterproductive workplace behaviour (CWB) has become an increasingly popular topic of study among organizational researchers. CWB refers to behaviour by employees that harms an organization or its members (Spector & Fox, 2002). Spector and colleagues (e.g., Chen & Spector, 1992; Penney & Spector, 2005) have portrayed CWB as an emotion-based response to stressful organisational conditions.
“enriching certain elements of jobs alters people’s psychological states in a manner that enhances their work effectiveness.” (Lunenburg,
Every work environment has certain stress level inherent in its modus operandi, and how employees react to the different situations is likewise varied. Many theories try to explain an employee’s attitude can alter the expected negative reaction to workplace stress. These broad concept of identifying “moderators” can be simplified by considering if the individual employee has a type A or B personality, his or her locus of control, hardiness, and self-esteem. A moderator is defined as “a variable that affects the direction or strength of the association between two other variables”, employee and work related stress (Landy & Conte, p. 469). There are other peripheral factors like social groups that may have less
Weiss and Russell Cropanzano, which is a model that illustrates how the example scenario that was aforementioned along with other key factors will effect how we react to people at work. In their model they describe factors such as work environment, work events, or personality and moods all playing a role in how we choose to react to situations, people, or things. How we react, whether positively or negatively, will play a significant role in determining how satisfied we are with our job, and the level at which we perform that job. We come to work predisposed with our mood, work demands, stresses of life, and our recent life events, which heavily influence who we are at present. Over time, we can see the ebbs and flows of our job performance and job satisfaction fluctuate in sync with our ability to appropriately respond to our
Everyday, there are workers who come home from their jobs with a high amount of health issues. Headaches, aching muscles, exhaustion, and many more health issues have workers wondering why this is happening. All of these symptoms can be linked to stress in the workplace. Job stress has become more of a problem than ever before. Numerous studies show that job stress is the major source of stress for American adults and that it has escalated progressively over the past few decades (“Workplace Stress,” 2004). Stress has become more common and costly in the workplace not only for the workers, but also the companies. What is considered stress in the workplace? Many companies everyday are dealing with issues related to stress in the workplace. For example, the Blackpool Fylde and Wyre NSH Trust Foundation Hospital noticed there were issues with stress when people began calling out sick. Their consultant for occupational health began to see a pattern of worker stress that might be the case. With stress being such a big issue in the workplace, are there ways a company can decrease the amount of stress?