Productive and Counterproductive Employee Behavior INP3004 Dr. Victoria L. Pace

Today We will look at Productive Behavior Task Performance Organizational Citizenship Behavior (OCB) Counterproductive Work Behavior (CWB) Today

Task performance is the most critical part of performance in organizations Usually well-defined, relative to other types of performance and behaviors that we’ll discuss today Universally accepted as required parts of the job (in-role) Task Performance

Personal Predictors of Task Performance These are the qualities of the person on which interview and selection procedures should focus May also be trainable, but not always Include: Ability Motivation Personality characteristics (especially Conscientiousness) Other useful characteristics that are specific to the job or organization Personal Predictors of Task Performance

Environmental Conditions and Task Performance Environmental conditions that can affect work performance include such things as Job characteristics (remember Hackman & Oldham’s model?) Incentives (but employees must have the ability needed and desire to earn these) Design of technology, tools, office equipment, etc. (Human Factors is a field that studies the interaction of people and their environments, particularly when doing tasks) Organizational constraints (poor coordination, ineffective supervisory practices, out-of-date technology, inaccurate information, etc.) Environmental Conditions and Task Performance

As with contextual performance, Organizational Citizenship Behavior is essentially helping at work. This can be done in a variety of ways. Borman & Motowidlo (1997) outlined 5 dimensions of contextual performance: Persisting with enthusiasm and extra effort as necessary to complete own task activities successfully Volunteering to carry out task activities that are not formally part of one’s own job Helping and cooperating with others Following organizational rules and procedures Endorsing, supporting, and defending organizational objectives Organizational Citizenship Behavior (OCB): A Type of Prosocial (Helping) Behavior

Organizational Citizenship Behavior Why do we help? Selfless motives (Altruism)– Helping may not be in our best interests or it may, but that isn’t a primary concern. “Do the right thing” Genuine support for the organization or individuals in it Reaction to feelings of empathy “Selfish” motives Gaining acknowledgement and praise from others Getting ahead at work Feeling better about yourself (pride, satisfaction, self-esteem, avoiding guilt and anxiety related to ours and others’ disapproval)

Counterproductive Work Behavior includes such things as Forms of Withdrawal: Lateness, Absence, Turnover Withholding effort and/or information Interpersonal Aggression (bullying, gossiping, incivility), Sabotage, Theft Counterproductive Work Behavior (CWB): Subtle and More Obvious Forms of Aggression

Counterproductive Work Behavior What motivates employee withdrawal and aggression? Need for well-being Need for self-esteem Need to uphold norm of justice We will look at these on the next few slides Counterproductive Work Behavior

Lack of Well-Being Frustration They’re holding you back from your goal or introducing barriers to goal attainment Frustration can lead to aggression against those considered at fault, but also those not associated with the frustrating event. (Encounter rude customers at work get annoyed with your roommate) Environmental Stressors Heat, smoke, noise Lack of Well-Being Hostile attribution bias (Nasby, Hayden, & DePaulo, 1979)

Lack of Well-Being Personality factors Negative Affectivity, Trait Anger and Trait Anxiety have been positively linked to CWB Agreeableness, Conscientiousness, and Emotional Stability have displayed negative relationships to CWB Catharsis Reduction of negative arousal/Tension reduction “Letting off steam” or “venting” More effective strategies– humor, letting it go (forgiveness) Lack of Well-Being

Threat to Self-Esteem, Violation of Norms They’re engaging in physical or verbal abuse toward you or those you care about How we interpret the other’s motives (intentional, directed at us) influences our response; some people exhibit hostile attribution bias (aggressive people are more likely to think of others as having hostile intent) Retaliation can also occur due to embarrassment, shame Norms “That’s not how we do things” Justice: “It’s not right/fair”; Desire to even the score Enforcing social rules and understandings Threat to Self-Esteem, Violation of Norms

Summary Today, topics included Task Performance OCB CWB Next lecture, we cover Leadership and Power in Organizations (Chapter 13) Don’t forget! This week, your group must wrap up the Service Learning Project and submit your presentation (choose one group member to submit it per group) in preparation for the class to view and rate the presentations and for later product delivery to our client service organization Summary