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Wednesday 31 October 2012

Definition of Counterproductive Work Behavior-cwb

Definition of Counterproductive Work Behavior-cwb

Counter productive or deviant behaviour in organisations have continued to thrive and having huge financial costs to many businesses. There are various factors that cause work deviance or counterproductive work behaviour (CWB) like lack of trust between manager and employees, unfair treatment, rewards system and the need to revenge after a perceived unjust or unfair treatment. The management has many ways of reducing these deviant behaviours despite their prevalence. The manager should set examples, establish trust, treat workers with respect and dignity and fair compensation systems.

Counterproductive work behaviour can be simply defined as the behaviour by members of an organization that counter the organization’s rightful interests. In other terms counterproductive work behaviour (CWB) can be seen as consisting of deliberate actions by workers that could harm an organization or its stakeholders.

CWB can be demonstrated through acts of physical aggression against people or less violent forms conduct like verbal aggression and any other type of maltreatment directed toward individuals. It includes damage and abuse of organizational possessions or assets, performing work the wrong way, or even failing to inform managers about faults and other job problems for example, a machine failure, and issues of absenteeism for example reporting as sick when not. It also includes acts of violence, deviance reprisal and revenge (Jones 2009).

Organizational or work deviance can be referred to as the employees’ voluntary or calculated behaviours that violate the norms of an institute, and in the end threatening or jeopardising the welfare and interests of an organization and its members at large. Workplace deviance can group into production, political, property deviance and personal aggression.

Production deviance involves violating quality and principles that direct product reliability. Production deviance occurs when workers infringe the values of quality and measure when producing a product or a service, for example, wasting resources, or deliberately working at a snail’s pace.

Political deviance takes place when employees demonstrate preferential treatment to particular stakeholders, placing others at a disadvantage, for example undercharging preferred customers.

Property deviance is depicted through the destruction or acquisition of the business assets without company consent for example by stealing products or filling expense accounts. Lastly personal aggression entails unfriendly or aggressive behaviour which could harm the reputation of the organisation like having off-putting cost for the targeted customers. It also includes coercion tactics like verbal abuse or sexual harassment (Litzky, Eddleston, Kidder 2006).

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