These behaviors can directly influence to the success, or failure, of the organization.
Absenteeism Absenteeism is typically measured by time lost number of days absent measures and frequency number of absence episodes measures.
It is weakly linked to affective predictors such as job satisfaction and commitment. Absences fit into two types of categories.
Excused absences are Productive work behaviour due to personal or family illness; unexcused absences include an employee who does not come to work in order to do another preferred activity or neglects to call in to a supervisor.
Absence can be linked to job dissatisfaction. Major determinants of employee absence include employee affect, demographic characteristics, organizational absence culture, and organization absence policies.
Absence due to non-work obligations is related to external features of a job with respect to dissatisfaction with role conflict, role ambiguity, and feelings of tension. Absences due to stress and illness are related to internal and external features of the job, fatigue and gender.
Research has found that women are more likely to be absent than men, and that the absence-control policies and culture of an organization will predict absenteeism. Abuse against others[ edit ] Physical acts of aggression by members of an organization, committed in organizational settings are considered as workplace violence.
While most researchers examine overall workplace aggression, there is a line of research that separates workplace aggression according to its targets, whether interpersonal or organizational. Other factors significantly linked to aggression are sex and trait anger, with men and individuals with higher levels of trait anger showing more aggressive behaviors.
Workplace bullying Workplace bullying consists of progressive and systematic mistreatment of one employee by another. In addition to exposure to incidents of bullying, being male also seems to increase the likelihood that one will engage in bullying behavior.
Cyber loafing Cyber loafing can be defined as surfing the web in any form of non-job- related tasks performed by the employee.
Workplace incivility Workplace incivility is disrespectful and rude behavior in violation of workplace norms for respect. Problems associated with lateness include compromised organizational efficiency.
Such behaviors can be seen in disciplinary actions and safety violations. Sabotage[ edit ] Employee sabotage are behaviors that can "damage or disrupt the organization's production, damaging property, the destruction of relationships, or the harming of employees or customers.
Harris and Emmanuel Ogbonna from Cardiff University drew from employee deviance and dysfunctional behaviors studies to conceptualize service sabotage as a disturbing phenomenon in the work place.
Service sabotage refer to organizational member behaviors that are intentionally designed negatively to affect service.
Theft[ edit ] Employee theft is defined as employees taking things not belonging to them from an organization. Employee theft is estimated to account for billions of dollars of loss globally each year,  with employees accounting for more theft than customers.
Turnover employment Turnover is when employees leave the organization, either voluntarily quitting or involuntarily being fired or laid off. Research on voluntary employee job turnover has attempted to understand the causes of individual decisions to leave an organization.
It has been found that lower performance, lack of reward contingencies for performance, and better external job opportunities are the main causes. Other variables related to turnover are conditions in the external job market and the availability of other job opportunities,  and length of employee tenure.
Turnover can be optimal as when a poorly performing employee decides to leave an organization, or dysfunctional when the high turnover rates increase the costs associated with recruitment and training of new employees, or if good employees consistently decide to leave. Avoidable turnover is when the organization could have prevented it and unavoidable turnover is when the employee's decision to leave could not be prevented.
Withdrawal[ edit ] Employee withdrawal consists of behaviors such as absence, lateness, and ultimately job turnover. Absence and lateness has attracted research as they disrupt organizational production, deliveries and services.
Unsatisfied employees withdraw in order to avoid work tasks or pain, and remove themselves from their jobs. Nor do CWBs include involvement in an accident, although purposeful avoidance of the safety rules that may have led to the accident would represent a CWB.
Most research on this topic has attempted to evaluate characteristics of the workplace environment that lead to accidents and determination of ways to avoid accidents.
There has also been some research on the characteristics of accident-prone employees that has found they are typically younger, more distractible, and less socially adjusted than other employees.Counter-Productive Work Behavior.
Category: Counter-Productive Work Behavior.
Categories: Counter-Productive Work Behavior Creativity Personality Teams Tags: Counter-Productive Work Behavior creativity personality teams. The Pros and Cons of Being a Jerk at Work. On February 5, June 10, By I/O AT WORK. Counterproductive work behavior (CWB) is employee behavior that goes against the legitimate interests of an organization.
These behaviors can harm organizations or people in organizations including employees and clients, customers, or patients. Productive work can be defined as basically accomplishing the expected tasks in a work environment. On the other hand, counterproductive work behavior is exactly the opposite.
Counterproductive work behavior is a root issue for mostly all organizations in society. A positive work climate also leads to a positive workplace culture which, again, boosts commitment, engagement, and performance. Happier employees make for not only a more congenial workplace but.
Productive Work Behaviour. Creating A Happy And Productive Work Environment "Find a job you love and you'll never work a day in your life." Said Confucius. One of the ways to make employees love their work is to create a happy work environment.
The book entitled Make It Happen: How to Get Ahead and be Happy at Work by A&C Black states that "Happiness is a powerful force in the working.
Productive and Counterproductive Behaviors Productive and Counterproductive Behaviors PSY/ Organizational Psychology October 1, Productive and Counterproductive Behaviors Employee behavior can have either positive or negative effects on job performance or .