Deviant Workplace Behaviour
OVERVIEW OF DWB
Theoretical
Antisocial actions by organizational members that intentionally violate established norms and that result in negative consequences for the organization, its members, or both. Therefore, deviant workplace behavior is likely to flourish where it is supported by group norms.
What this means for managers is that when deviant workplace norms surface, employee cooperation, commitment and motivation is likely to suffer and can later lead to the decreasing employee productivity and job satisfaction and increasing of turnover.
Conceptual
These deviant behaviors can be violent or non-violent and fall into categories such as production; property; political and personal aggression. Many of these deviant behaviors can be traced to negative emotions.
For example: envy is an emotion that occurs when you recent someone for having something that you do not, and which you strongly desire-such as a better work assignment, larger office or higher salary.
IMPACT IN THE WORKPLACE
Deviant work behavior is able to split into four categories, which are Production, Property, Potential and Personal aggression. Each category has negative impacts in workplace, such as, workers leave early or intentionally work slowly, they steal things from the office or the organisation, they gossip and spread rumours, and sexual harassment or steal from their co-workers.
Appelbaum and Shapiro (2006) said in the organisation which has characteristics of poor performance, poor decision making, very high levels of employee dissatisfaction and stress, workers tend to engage in such behavior more than the other ‘normal’ organisation. Also, personality is a factor that causes deviant work behavior. They pointed that DWB occurs as a response to being treated inequitably in the workplace.
Those behaviors result in financial impact, decreased in productivity, lost time works, and high rate of turnover. For instance, Appelbaum and Shapiro (2006) said that there is a
Theoretical
Antisocial actions by organizational members that intentionally violate established norms and that result in negative consequences for the organization, its members, or both. Therefore, deviant workplace behavior is likely to flourish where it is supported by group norms.
What this means for managers is that when deviant workplace norms surface, employee cooperation, commitment and motivation is likely to suffer and can later lead to the decreasing employee productivity and job satisfaction and increasing of turnover.
Conceptual
These deviant behaviors can be violent or non-violent and fall into categories such as production; property; political and personal aggression. Many of these deviant behaviors can be traced to negative emotions.
For example: envy is an emotion that occurs when you recent someone for having something that you do not, and which you strongly desire-such as a better work assignment, larger office or higher salary.
IMPACT IN THE WORKPLACE
Deviant work behavior is able to split into four categories, which are Production, Property, Potential and Personal aggression. Each category has negative impacts in workplace, such as, workers leave early or intentionally work slowly, they steal things from the office or the organisation, they gossip and spread rumours, and sexual harassment or steal from their co-workers.
Appelbaum and Shapiro (2006) said in the organisation which has characteristics of poor performance, poor decision making, very high levels of employee dissatisfaction and stress, workers tend to engage in such behavior more than the other ‘normal’ organisation. Also, personality is a factor that causes deviant work behavior. They pointed that DWB occurs as a response to being treated inequitably in the workplace.
Those behaviors result in financial impact, decreased in productivity, lost time works, and high rate of turnover. For instance, Appelbaum and Shapiro (2006) said that there is a