2. Learning Objectives Present a persuasive case that, in today’s workplace, the management of employee misbehaviour is an important responsibility that managers must address. Critically evaluate the impact of employee misbehaviours in terms of property, interpersonal relations, and organizational politics Specify the appropriate management interventions that should be pursued in instances of selected misbehaviours such as sexual harassment, aggression and violence, bullying, incivility, fraud, substance abuse, sabotage, theft and cyberslacking.
3. Types of Organizational Crime Occupational crime Benefit the criminal Done without organizational approval Organizational crime Done with support of organization
4. Managing Misbehaviour Managers must identify, correct Managing Employee Misbehaviour (MEM) Organized and systematic Negative outcomes of employee misbehaviour Personal dissatisfaction Work group dissatisfaction Organizational problems e.g. absenteeism
24. Sexual Harassment Unwelcome sexual advances, requests for sexual favours, other verbal or physical conduct of a sexual nature Concept of power is central to understanding it
25. Sexual Harassment - Facts Illegal Form of aggression and unethical behaviour Form of discrimination Occurs due to power differences and lust Crosses gender and sexual orientation lines Over 70% of female employees are subjected to sexually harassing behaviours while at work
26. Sexual Harassment - Recognition Family IQ test Public forum test Dual treatment
27. Sexual Harassment – How to handle Policy in place What constitutes Informs employees that they can be fired Procedures for complaints Employees must understand no retaliation for complaints Investigate complaints Ensure offenders disciplined/terminated Education/Awareness
29. Aggression and Violence Effort of an individual to bring harm to others at an organization Psychological as well as physical injury
30. Aggression and Violence May result from: Downsizing Poor management observation and anticipation Insecurity Pressure for productivity Longer work hours
31. Bullying Repeated actions toward another worker that are unwanted that may be deliberate or subconscious that cause humiliation and distress that create an unpleasant work setting
32. Bullying Research has shown that many victims perceive envy as the reason for the bullying have inadequate coping skills are introverted with low self-esteem Overachievers are bullied more often than average performers
34. Incivility Rude, discourteous, demeaning behaviour toward others Characterized as a lack of respect for others Increasing inside and outside the workplace Civility or politeness constitute organizational citizenship behaviour (OCB)
35. Incivility - Effects Impairs productivity Worker illness and/or depression How to handle Training/education Manage by example “zero-tolerance” policy
36. Fraud Intentional act of deceiving or misrepresenting in order to induce another to give up something of value
37. Fraud 90% of employees engage in… Goldbricking (loafing) Abusing sick time Fraud 33% of employees have stolen money or merchandise on the job
38. Substance abuse Illicit drug use is estimate to cost $200 MM annually due to: Lost productivity Premature and preventable health problems Higher workers’ compensation claims Behavioural problems
39. Substance abuse Some substances may not only be addictive but also dangerous to non-users Assembly-line workers, transportation workers, physicians, pharmacists Personal characteristic generally unrelated to working conditions Knowledge/education about the dangers may not deter use
40. Cyberslacking Use of internet for personal reasons resulting in Lost time, lost production Additional burden on organization’s computer network Possible contribution to sexual harassment behaviours
42. Cyberslacking As cyberslacking, employee surveillance Electronic monitoring E-mail, computer files, interactions with customers, websites visited Employees have been fired for violations or mixing personal and organizational business
43. Sabotage Damaging an organization’s or colleague’s equipment, workspace, data or reputation To get even or take revenge To correct a perceived wrong To make a statement to others Sabotage targets: People, equipment, operations
44. Theft Unauthorized taking, consuming or transfer of money or goods Not limited to tangible property Thieves are caught via: Electronic surveillance Honesty or integrity tests
45. Theft – STEAL Model STEAL refers to the motives behind theft Support motive Thwart motive Even the score motive ApprovaL motive
46. Theft – STEAL Model Greenberg’s suggestions for weakening STEAL motives Rotating group membership Communicating personal costs of theft Treating employees equitably No complete solution to employee theft
