How Organizations can reduce deviant behavior

How Organizations can reduce deviant behavior

The management can institute measures that could minimize counterproductive or deviant behaviour. To start with they should provide fair and adequate compensation to employees.

Adequate reward system will ensure employee satisfaction and will reduce their chances of wanting to steal from the organization. For example if a pay system involves profit sharing it should done promptly and consistently (Giacalone, Greenberg 1997).

Managers should create an ethical climate through leading by example.  The workers perception of their organizations climate influences their tendency of deviant or ethical behaviour. Managers must model ethical behaviours to enable employees to perceive a connection between honesty and success.

The personnel manager hired should be of high ethical values. The values of honesty should be set by example themselves because in some instances some practices seem acceptable to the managers and thus employees take it is a norm for example failure to disclose some information when selling a policy to a customer (Bennett, Robinson 2000).

Organizations should create policies and procedures of rules and rewards regarding counterproductive behaviours. This can be done by adopting and communicating policies that concern the subject. It should as well spell the behaviours and specify the consequences of such actions and information communicated on hiring.

There should also be a policy of punishing he offenders to ward off prospective behaviours. However in implementing such policies the organization should not establish surveillance which would portray lack of trust (Jones 2009).

Managers should establish a trusting relationship with employees based on mutual respect and trust. Managers can employ relational psychology between them and their employees. The kind of psychological agreement that managers build up between their workers will determine their employees’ attitude and behaviour.

If employees look at their employers’ confidence as mutual, relational psychological contracts are prone to establish commendable levels of participation and devotion by workers. Supervision styles that replicate low levels of regulation and high levels of trust motivate employees to conduct themselves responsibly (Litzky, Eddleston, Kidder 2006).

Finally, managers should treat employees with respect, trust and dignity, because they will be less likely to be counterproductive if employers are respectful and sensitive to their needs. Related to this, is the attempt to enrich their jobs by increasing job autonomy and increasing their responsibility in decision making. This will show that they are appreciated and respected (Giacalone, Greenberg 1997).