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Management Issues

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3 views

Management Issues

Uploaded by

Soorsri T S
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Organizational Behavior

Management Issues

Aradhna Malik
Assistant Professor
VGSOM, IIT Kharagpur
Human performance and
the work environment
Individual differences in performance
(Thomas, 2009, in Matthewman, Rose & Hetherington, 2009)

 Performance variability
 Human error :
 Classification on the basis of origin (Rasmussen, 1982, in
Thomas, 2009)
 Rule based: Occur when formulating a plan and deciding
how to deal with a situation rather than when interpreting
or diagnosing a situation
 Skill based

 Knowledge based: Results from failure to diagnose the

situation correctly due to incomplete knowledge


Classification of errors on the basis of
performance (Reason, 1990, 1997, in Thomas, 2009)

 Mistakes: Errors that result from failing to form an


appropriate intention, i.e. incorrectness – knowledge
based/ rule based
 Slips: Failures in actually carrying out or executing a
plan. Correct plan incorrectly executed
 Lapses: Failures of memory, where something that
was intended to be done is forgotten. Errors of
omission or failing to act
 Violations: Intentional acts that involve deviations
from organizational expectations such as procedures
and regulations
Human information processing and
information loop (Thomas, 2009, in Matthewman, Rose & Hetherington, 2009)
Sensation Attention

Obtain Perception &


feedback interpretation

Execute Situational
action awareness
Planning &
decision making
Types of violations (Reason, 1990, 1997, in Thomas, 2009)
 Routine violations: Taking short-cuts
 Necessary adaptations: Occur where some
degree of corner cutting is actually required to
complete the task, e.g. in the case of shoddy
work as a result of the organization not having
updated its systems
 Optimizing violations: Where people violate
rules and procedures for the thrill of it
 Malicious violations: Intentionally trying to hurt
others. E.g. Sabotage, terrorism etc.
Performance shaping factors
(Thomas, 2009, in Matthewman, Rose & Hetherington, 2009)

 Competence
 Stress, arousal, and workload
 Psychological overload
 Work environment
 Physical environment
 Function allocation: Process used to design new work
systems, which allocates functions to a human or to computer
automation depending on the relative strengths & weaknesses
of each
 Anthropometrics: Involves considering various physical and
anatomical dimensions and characteristics in design
 Sub-optimal conditions
Performance shaping factors
(Thomas, 2009, in Matthewman, Rose & Hetherington, 2009)

 Work environment (Contd.)


 Organizational context
 Supervision
 Reinforcement

 Organizational accidents
 Organizational resilience
Dysfunctional
behaviors at work
What?
 Counterproductive work behaviors (CWBs) (Fox, Spector & Miles,
2001): Behaviors that are intended to have a detrimental
effect on organizations and their members.
 Organizational aggression (Neuman & Baron, 1998; Fox & Spector, 1999, in
Fox Spector & Miles, 2001)
 Antisocial behavior (Giacalone & Greenberg, 1997, in Fox, Spector & Miles,
2001)
 Delinquency (Hogan & Hogan, 1989, in Fox, Spector & Miles, 2001)
 Deviance (Hollinger, 1986; Robinson & Bennett, 1995, in Fox, Spector & Miles, 2001)
 Retaliation (Skarlicki & Folger, 1997, in Fox, Spector & Miles, 2001)
 Revenge (Bies, Tripp, & Kramer, 1997, in Fox, Spector & Miles, 2001)
 Mobbing/bullying (Knorz & Zapf, 1996, in Fox, Spector & Miles, 2001)
 Counter norms: Behavior that does not conform to
generally accepted organizational norms, but that is
Toxic Organizations (Applebaum & Shapiro, 2006)

 Organizations that depend upon employees that are


dishonest and deceitful to be successful.
 Characterized by a history of poor performance, poor
decision making, very high levels of employee
dissatisfaction, and employee stress well beyond
normal workload issues (Coccia, 1998, in Applebaum & Shapiro, 2006)
 Circumstances contributing to the development of toxic
organizations (Sims, 1992, in Applebaum and Shapiro, 2006):
 High interdependence among employees whose personal
agendas do not match with those of the organization –
usually in the case of smaller work units with high face to
face interaction
 Ineffective manager who is morally or mentally unsound
Workplace deviance
 Workplace deviance refers to voluntary behaviors that
violate significant company norms, policies or rules and
threaten the well-being of the organization and/ or its
employees (Robinson and Bennett, 1995, in Henle, Giacalone & Jurkiewicz, 2005)
 Types of workplace deviance (Bennett & Robinson, 2000, in Henle, Giacalone &
Jurkiewicz, 2005)

 Organizational deviance: refers to deviant behaviors targeting


the organization such as theft, sabotage, coming to work late
without permission, or putting little effort into work.
 Interpersonal deviance: pertains to deviant acts directed
toward individuals in the workplace such as coworkers,
supervisors, and subordinates and includes behaviors like
making fun of others, playing mean pranks, acting rudely,
arguing, and physical aggression
Robinson & Bennet’s (1995) Typology
of deviant workplace behavior
Reasons for deviant behavior at work
 Personality traits such as conscientiousness,
impulsivity, negative affectivity, agreeableness,
trait anger (the likelihood that individuals perceive
a wide range of situations as anger-provoking -
Spielberger, Krasner, & Solomon, 1988, in Fox, Spector & Miles, 2001 ), and

socialization (Skarlicki et al., 1999; Douglas and Martinko, 2001; Salgado, 2002;
Henle, in press, in Henle, Giacalone & Jurkiewicz, 2005).

 Ethical ideology:
 Kohlberg’s (1983, in Henle, Giacalone & Jurkiewicz, 2005) stages of
moral development:
 Consequences
 Moral standards of others

Ethical ideology as a determinant of deviant
workplace behavior (Contd.)
 Hogan (1973, in Henle, Giacalone & Jurkiewicz, 2005)
 Ethics of responsibility (use of societal rules and norms when making
ethical decisions)
 Ethics of personal conscience (use of self generated rules and norms
when making ethical decisions)
 Forsyth (1980, in Henle, Giacalone & Jurkiewicz, 2005)
 Idealism: refers to an inherent interest in the welfare of others and the
degree that the intrinsic lightness of behavior determines which behaviors
to engage in. Idealists believe harming others is universally wrong and are
committed to avoid harming others, even in cases of situational urgency.
 Relativism: is the degree that individuals reject universal moral rules (e.g.
do not steal, tell the truth, do unto others as you would have them do unto
you) when making moral decisions. Relativists are skeptical of and tend to
disregard universal moral rules when distinguishing between right and
wrong. Instead, relativists believe that moral actions are predicated on
elements within the situation and individuals involved
Other determinants of dysfunctional
behavior at work
 CWB as an emotion-based response to stressful
organizational conditions (Chen & Spector, 1992; Fox & Spector, 1999; Spector
1975, 1978; Storms & Spector, 1987, Spector & Miles, 2001).

 CWB as an organizational justice perspective: CWB


as a cognition-based response to experienced
injustice (Greenberg,1990; Skarlicki & Folger, 1997; Skarlicki,Folger, & Tesluk, 1999, in Spector &
Miles, 2001)

 Equity (justice) concept (Spector, 1978, in Spector & Miles, 2001)


 Frustration (Greenberg,1990, in Spector & Miles, 2001)
 Bottomline mentality: Encouragement by organization
to unethical practices in order to reap financial gains
(Sims, 1992, in Applebaum & Shapiro, 2006)
Determinants of dysfunctional behavior
at work (Contd.)
 Influence of deviant role models (Applebaum et al., 2005, in Applebaum & Shapiro,
2006)
 The type of organization one works for and the opportunity for
employees to engage in dysfunctional behavior (Applebaum & Shapiro,
2006)
 Situation based behavior: Employees will perpetrate deviant acts
depending upon the workplace environment, irrespective of their
personal characteristics. Includes, job stressors, organizational
frustration, lack of control over work environment, weak sanctions
for rule violations, & organizational changes like downsizing (Henle,
2005, in Applebaum & Shapiro, 2006)

 Supervisor behavior (Caruana, 2001, in Applebaum & Shapiro, 2006)


 Contempt for the organization (Bolin & Heatherly, 2001, in Applebaum & Shapiro,
2006)

Remedies for dysfunctional workplace
behavior (Appelbaum & Shapiro, 2006)
 Development of an ethical work culture &
reinforcement of ethical behavior (Sinclair, 1993, in
Appelbaum & Shapiro, 2006)

 Understanding and acknowledging differences


in value systems and individual goals of
employees and addressing them to build
coherence (Appelbaum, 2005, in Appelbaum & Shapiro, 2006)
 Background checks before hiring
 Severity of punishment coherent with intensity
of dysfunctionality (Robinson, 1995, in Appelbaum & Shapiro, 2006)
Thank You

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