Managing Misbehavior

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Managing Misbehavior
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Managing Misbehavior

• Why must managers solve workplace
  behavior problems?

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Workplace Misbehavior

• Workplace Misbehavior
• Is Costly
• Reduces Performance
• Can Negatively Impact the
  Entire Organization

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Examples of Misbehavior at Work
Arson Fraud Sabotage
Blackmail Incivility Sexual Harassment
Bribery Intimidation Substance Abuse
Bullying Kickbacks Theft
Cheating Lying Threats
Discrimination Misinformation Spying
Dishonesty Espionage Privacy Violations Revenge Withholding Information (Concealment)
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Employees Behaving Badly

• Misbehavior Happens!
• Managers are responsible to Correct Workplace
  Problems --- including Misbehavior.
• Misbehavior is a form of
  Antisocial Behavior.

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Managing Misbehavior

• Refer to Exhibit 8.2 (p. 218)
• A Model of
  Organizational Misbehavior

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Key Factors in Organizational Misbehavior
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Managing Employee Misbehavior

• Our Discussion of MEM focuses on
• Misbehavior (Outcome) Examples
• Management Interventions

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Managing Misbehavior
Misbehavior (Outcome) Categories
Interpersonal Intrapersonal Performance
Property Political
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Organizational Encounter (p. 220)
Misbehavior Examples Do you think that
White Collar Crime levels are increasing or are
more simply being caught?
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Sexual Harassment

• Sexual Harassment is unwelcome sexual advances,
  requests for sexual favors, and other verbal or
  physical conduct of a sexual nature, in either of
  2 categories Quid Pro Quo or
  Hostile Work Environment

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Sexual Harassment

• 1) Quid Pro Quo Sexual Harassment -
• Submission to, or Rejection of, such
  conduct is
• a) either explicitly or implicitly a term or
  condition of employment or
• b) the basis for employment decisions

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Sexual Harassment

• 2) Hostile Work Environment -
  Conduct has the purpose or effect of
  unreasonably interfering with an individuals
  work performance or creating an
  intimidating, hostile, or offensive work
  environment.

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Sexual Harassment

• Sexual Harassment is
• ? a form of Aggression and
  Unethical Behavior
• ? a form of Discrimination
• ? Illegal !

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Sexual Harassment

• Sexual Harassment occurs
• because of Power Differences
• across Gender lines and across
  Sexual orientation lines

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Sexual Harassment

• How can a manager recognize a behavior as sexual
  harassment?
• The Family IQ Test
• The Public Forum Test
• Dual Treatment

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Aggression at Work

• Directed at whom?
• 2 Key Factors
• The attempt to bring harm is intentional
• Includes psychological and physical injury

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Exhibit 8.3 (p. 223)

• Aggression at Work
  can be Categorized as
• Physical or Verbal
• Active or Passive
• Direct or Indirect

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Aggression Violence

• What does Violence
  (or the threat of violence)
  do to the workplace climate?

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Aggression Violence

• What are possible Reasons for the Increase in
  Workplace Aggression and Non-Fatal Violence?

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Bullying

• Bullying repeated actions directed at another
  worker
• which are unwanted,
• may be done deliberately or unconsciously,
• cause humiliation and distress, creating an
  unpleasant work setting.

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Bullying

• Bullying is an evolving process.
• Explain this statement

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Workplace Incivility

• What is it?
• As a Manager, why would you see Incivility as a
  Problem?

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Incivility

• How can Organizations address the
  problem of Workplace Incivility?

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Incivility

• Why is it Important that Managers
  Not Ignore Incivility?

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Fraud

• How would you define Fraud?
• Research results on Fraud
• 90 have engaged in workplace misbehaviors such
  as fraud, goldbricking, sick time abuses.
• 33 stole money or merchandise on the job.

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Fraud

• Fraud combines Motive and Opportunity.
• How would you address
• Opportunity?
• Motive?

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Substance Abuse at Work

• What is the Cost to organizations?
• Is Substance Abuse caused by workplace stress?
• Can we predict substance abuse in
  job applicants?

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You Be the Judge (p. 227)

• Is Tony a Safe Employee?
• Should Tony be suspended?
• Fired?
• Are there other viable Options?

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Organizational Encounter (p. 228)

• Drug Testing at Work
• Do you approve of afterhours testing for the
  presence of drugs?
• Spot-testing individual employees?

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Cyberslacking

• Cyberslacking using the Internet for personal
  reasons.
• It is a form of virtual goldbricking.
• Cyberslacking can also place a burden on an
  organizations computer network.
• Employees accessing pornography sites at work may
  contribute to sexual harassment.

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Exhibit 8.4 (p. 230)
Area of Surfing Amount of Time ()
General News 29.1
Investment 22.5
Pornography 9.7
Travel 8.2
Entertainment 6.6
Sports 6.1
Shopping 3.5
Other 14.3
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Cyberslacking

• Electronic Monitoring of employees
• Is it Prevalent?
• Is it Fair?

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Sabotage

• Sabotage damaging or destroying equipment,
  workspace, or data.
• Sabotage is an expression of violence or
  aggression.

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Sabotage

• Sabotage targets include
• People
• Equipment
• Operations

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Sabotage

• Why do Employees
  resort to Sabotage?

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Sabotage

• How can organizations work to minimize Sabotage?

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Theft - Exhibit 8.5 (p. 231)

• Do any of these statistics on Employee Theft
  surprise you?

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Theft

• Theft is not limited to tangible property. What
  else may be included?

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Theft

• How can organizations
  reduce and/or catch theft?

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Motives and Intentions to STEAL
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Theft

• How Can Managers Weaken the
  STEAL motives?

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Global OB (p. 233)
Preventing Misbehavior 1. Lead by
Example 2. Create an Ethical Climate 3. Develop a
Companywide Policy 4. Train Managers and
Employees 5. Develop a Crisis Plan
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Monitoring Employee Communication

1. Adopt and Communicate a Policy on Monitoring.
2. Monitor only for legitimate organizational
   reasons.
3. Keep track of all monitoring.
4. Be fair, reasonable, use common sense!
5. Avoid intruding on employees
   off-duty privacy and behavior.

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Privacy and Testing Policies

• Organizations can use testing if test
• is designed to predict a persons ability to
  perform
• is relatively non-invasive
• results are private
• Examples medical, drug, or psychological tests.

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Case 8.1 Dealing with Violence at Work

• 1. Should Managers be held Accountable and
  Liable for Workplace Violence?
• Why or Why Not ?

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Case 8.1 Dealing with Violence at Work

• 2. Why is it Difficult to develop a Profiling
  strategy to pinpoint violent employees before
  they commit violent acts?

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Case 8.1 Dealing with Violence at Work

• 3. What should Managers do if they suspect an
  employee has the potential to become violent?

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Next Week

• Exam 1 Chapters 1-8