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Psychology 2060 chapter 11.doc

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Western University
Psychology 2060
Hayden Woodley

Psychology 2060 Chapter 11 NotesCounterproductive Work Behavior CWBsCounterproductive work behaviors Voluntary behaviors that violate significant organizational norms and in doing so threaten the wellbeing of an organization its members or bothExamples of CWBLyingTheft property damageviolence engaging in risky behavior harassment of coworkers sabotageMost negative work behavior is withdrawal form the jobHanish 1995 1998 proposed frustrated employees who cannot engage in withdrawal behaviors may lash out at their employer through counterproductive behaviors such as theft sabotage or violenceViolence abuse and sabotage appear to be most strongly related to anger and stress Withdrawal appears to be most strongly related to boredom and being upsetCounterproductive work behaviors are intentional acts by employees intended to harm their organization or people in itinclude acts of both physical and psychological violenceThe cost of work place violence is more dramatic and expensive than unscheduled absencesCounterproductive behaviors lead to decreases in priductivity through loss of efficiency and effectivenessIn US workplace violence is estimated to cost around US35 billion per yearProductivity The end result of a complex interaction of task contextual and counterproductive behaviorsHow individuals differ in terms of knowledge skill motivation and other factors such as personality may determine how they perform in the workplaceTypes or Counterproductive Work BehaviorsCWBs include withdrawal behaviors tardiness absence voluntary turnover and psychological withdrawal and work place deviance psychological aggression and physical violenceTardiness being late for workPsychological withdrawalemployees show up for work on time do not miss a day of work and haveno intention of quitting but withhold effort and do not perform to their fullest capabilitiesWorkplace deviance The voluntary violation of significant organizational norms in a way that threatens the wellbeing of the organization coworkers or bothWithdrawal BehaviorsTardiness being late for workA survey of 8000 Canadian workers 20 said they were late one day per week 12 late two days a week
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