Misbehaviour PDF - Employee Misbehaviour

Misbehaviour January 15, 2025 9:52 AM Employee Misbehaviour Deviance: voluntary behaviour that violates significant organizational norms and in so doing threatens the well-being of an organization, its members, or both Counterproductive work behaviour Anti-social behaviour Wor...

Misbehaviour January 15, 2025 9:52 AM Employee Misbehaviour Deviance: voluntary behaviour that violates significant organizational norms and in so doing threatens the well-being of an organization, its members, or both Counterproductive work behaviour Anti-social behaviour Workplace aggression Categorizing deviant behaviours Frustration aggression model Organizational constraints: job and work-related stress Frustration: emotional reactions to organizational constraints Locus of control: a person's beliefs about the sources of control over what happens to them Counterproductive behaviours: behavioural reactions to frustration Consequences of employee misbehaviour Lower job satisfaction Lower organizational commitment Lower performance Physical health issues - Emotional exhaustion, depression, psychological distress Turnover Sexual harassment at work There is three primary dimensions 1. Gener harassment - Sexual hostility - Sexist hostility 2. Unwanted sexual attention ORGA 316 SB05 Page 1  2. Unwanted sexual attention 3. Sexual coercion Antecedents of sexual harassment Organizational climate and characteristics Job-gender context Characteristics of harassers Victim vulnerability Consequences of sexual harassment Low job and life satisfaction Low organizational commitment Low productivity Physical and psychological health issues Work/job withdrawal Turnover Team conflict Sex-role spillover theory Men and women bring to work their pre-existing beliefs and gender based expectations for behaviour in the workplace The sexual harassers beliefs about gender override beliefs about worker equality Conflicts are likely to arise in the situations in which sex-role stereotypes held by the harasser are different from work roles of the particular genders Limitations It minimizes harasser characteristics, or other organizational or situational factors Although the prediction of this theory have been tested and supported especially as it applies to women, it fails to make parallel arguments for both men and women. There is less research on how this theory applies to men's experiences Sexual harassment target reporting Organizational climate (tolerance for sexual harassment) influences reporting Severity and type of sexual harassment influence reporting It is not the act of reporting that determines consequences for targets but rather the organizations responses to such reporting Sexual harassment organizational responses Training programs (preventive) - Educating employers and employees on definitions of sexual harassment, guides on how to deal with complaint, providing prevention strategies, offering support to victims - These programs do not address the essential issues around the occurrence of sexual harassment  Discipling or counseling harassers (corrective) ORGA 316 SB05 Page 2