organizational behavior assignment
Running head: COUNTERPRODUCTIVE WORK BEHAVIOUR 1
COUNTERPRODUCTIVE WORK BEHAVIOUR 10
Counterproductive Work Behavior
Name: Thy Hoang
Professor: Dr. Olga Chapa.
Counterproductive Work Behavior
Personality assessment Comment by Dickey Lorrin M: This does not need to be indented, and Assessment should be capitalized.
Personality relates to our natural mental structures that provide guidelines for individuals' choices and behavior. Therefore, it is evident that personality traits are a collection of feelings, personal thoughts, as well as unique practices. The main personality trait that is related to counterproductive work behaviors is agreeableness, emotionally stable, openness, extraversion, and conscientiousness (Lanyon & Goodstein, 1997). Agreeableness includes people who are amenable and cooperative. Furthermore, emotionally stable individuals are those who are always calm about everything and free of worry. Openness describes people with the tendency of being highly creative and have a lust for adventure, while extraversion encompasses individuals who are very social and have an urgency to engage with others (Lanyon & Goodstein, 1997). Lastly, conscientiousness talks about individuals who plan, well organized, and aim for targets. Comment by Dickey Lorrin M: and Comment by Dickey Lorrin M: this should be plural, “traits that are related to counterproductive work behaviors are”
My personality assessment score Comment by Dickey Lorrin M: I suggest combining these into a single paragraph or multiple paragraphs. “My personality score for openness was 75%. This means…”
Openness -75%
I am an abstract thinker, and this makes me more creative and more open minded to unusual ideas.
Conscientiousness -71%
As a highly conscientious person, I am hardworking and very responsible. Also, I have a high notch of determination and repel distraction and temptation to concentrate on onmy long term goals. Before making my decisions, I carefully study the disadvantages and advantages of my decision. I am an orderly, reliable, cautious, and organized person.
Extraversion -52%
Based on my extraversion score, I consider myself as both reserved and enthusiastic. I am also calm and energetic, excitable and reserved, friendly, and introspective, as well as gregarious and quiet. I am neither an introvert nor an extrovert person.
Agreeableness -85%
According to my personality score of 85 percent on agreeableness, I consider myself as accommodating, cooperative, and sympathetic. I relate well with people more than they want to accomplish their own goals; hence, I am willing to help others. Highly agreeable people are highly empathetic and naturally identify themselves with the emotional experience of others.
Emotionally stable – 37.5%
Based on my score, I consider myself low in neuroticism and am very irrepressible and do not respond efficiently to stress. I feel confident in myself and am often not sad or depressed.in situations where others would be anxious, I tend not to have the same effect. Although I am not resistant to health issues, I am much less likely than a normal person to develop depression or anxiety. Comment by Dickey Lorrin M: This period can be removed.
My personality oversees the most important aspects about me, including how I act, what motivates me in life, and what I value most. I have a soft spot for cultural endeavors. I have a high sense of motivation to attain my goals. Moreover, enlightenment and nature satisfy my needs. My motivation draws from the promise of social reward, power, status, attention, friendship.
Emotional intelligence Comment by Dickey Lorrin M: This should be aligned to the left margin and Intelligance should be capitalized.
My emotional intelligence score -52 Comment by Dickey Lorrin M: I suggest integrating this into the paragraph.
An individual can experience different emotions such as shame, happiness, anxiety, frustration, affection, failure, achievement, surprise, etc. are but a few of the emotions that have an emotional impact our daily activities (Peter, 2010). When a person's emotional intelligence takes action, the human brain is programmed to respond to such feelings, which guides them in acting rationally and helps them recognize their emotional makeup. Emotional intelligence can be defined as using five elements: self-regulation, social skills, motivation and empathy, and self-awareness.
Based on my score, my emotional intelligence score level is good.
Self-awareness –I am usually aware from moment to moment of my feelings as they change as well as my strengths and weaknesses and rarely ask people for feedback on my achievements.
Self-regulation- Whenever I feel upset or anxious, I do calm myself down and avoid getting into my feelings.
Motivation –focusing on something for a more extended period is one thing that I find hard to do. My past emotional experiences have presented me with a chance to understand.
Empathy-I am a good listener and I find it challenging to fathom the emotions of other people.
Social skills-organizing groups are not one of my favorite things to do, and I sometimes tussle to form a relationship with others. I always avoid conflict and negotiations and tend to be peaceful most of the time. Comment by Dickey Lorrin M: Perhaps “struggle”?
Affect intensity
Affect intensity is an even individual consistency personality characteristic well-defined in terms of the strength of person receptiveness. Comment by Dickey Lorrin M: I suggest making this one paragraph. Don’t forget closing punctuation.
My affect intensity score- high affect intensity.
I experience emotions actively as well as display more considerable mood variability in emotional life overtime
Performance feedback
I love the outcome of my entire personal self-assessment test. This role is a mirror image of my fundamental morals and impetuses as well as the way I think and view things. I consider work is principally a place to accomplish my long term goals. As an unsurprisingly energetic individual, I like a place of work that feels full of activity and exhilarating. My ideal occupation depends on my interest. Still, my best choices necessitate a high level of interaction with others. As a traditionalist, I gravitate towards stable careers and industries. Even though my emotional intelligence score is high, I do not see any harm to continue improving my emotional intelligence every day.
Describe the article's content. Comment by Dickey Lorrin M: Subtitles do not need a period.
This white paper aims to discuss the counterproductive work behaviors and their consequences. Counterproductive work behaviors are unacceptable behavior that has harmed an organization and the members within that workplace. At least 40 percent of the business within an organization is believed to fail due to counterproductive work. Due to such significant losses to an organization, it is essential not to overlook the self-defeating behaviors. Human resource factors and personal factors can lead to the probability of an operative engaging in counterproductive work comportments. Some of the ways to reduce counterproductive behaviors consist of the use of an unstructured interview with onset questions, outcome-based, and behavior-based incentive schemes and using integrity tests. They can also be reduced using 360 degrees feedback. Comment by Dickey Lorrin M: Can this be reworded for clarity? “This white paper” seems out of place. Comment by Dickey Lorrin M: are
What is counterproductive behavior? Comment by Dickey Lorrin M: capitalize and align with margin.
Counterproductive behavior refers to actions by employees that have undesirables significances to a firm and are against the aims and goals of an organization(Salgado, 2002). These behaviors include unconscious or accidental behaviors. These acts include inappropriate use of the internet, fraud, sexual harassment, gossip, favoritism, drug, and alcohol abuse. Comment by Dickey Lorrin M: There should be a space between these.
How can you detect it? Comment by Dickey Lorrin M: This should be aligned with the left margin.
Personality traits such as low conscientiousness can be used to detect counterproductive behavior. Individuals who are weak in conscientiousness do not have any interest in long term objectives. They are more engrossed in reacting to urgent matters; individuals who are low in affability are self-interested as well as competitive. They do not like helping others and do not care about getting along with other people within the organization. Low levels of self-control are also one of the keys to predicting counterproductive work behaviors. People who have little self-control tend to be violent on slight irritations; therefore, in such occurrence, the healthiness of the organization is limited.
Moreover, other workers would not want to associate with him or her. An organization that lacks unity is doomed to fail — the use of periodic incentives to inspire counterproductive conduct. The employee has targets they need to achieve to get their motivations. If they fail to reach the goal, they will not get their incentive — an employee will be required to work extra hard to reach their targets. Outcome based-performance evaluations are where attention is placed on the outcomes of how employees achieve these outcomes. Use supervisors to conduct the performance evaluation develop an irregularity of information amongst the subordinate and the supervisor. Therefore, the likelihood of getting caught indulging in counterproductive behavior is reduced. Hence, such practices go unnoticed. Comment by Dickey Lorrin M: Can this be reworded for clarity? Comment by Dickey Lorrin M: I suggest rewording this so that “outcome” is not used three times in this sentence. Comment by Dickey Lorrin M: Can this be reworded for clarity? Comment by Dickey Lorrin M: Can you explain how using supervisors leads to unnoticed counterproductive behavior? How does this develop an irregularity of information?
What are some reasons for this type of behavior at work?
The stress level at the workplace can lead to employees engaging in counterproductive work behavior. Stress is a universal element, and every individual encounter stress at one point in life. Some employees may feel that the organization's policies are harsh, or the set targets are too high for them to achieve. Therefore, they do their work as a silent protest to the organization. Absenteeism of employees could be due to illness, family issues, or poor working conditions, and lack of commitment among the employees (Bowling &Gruys, 2010). Stealing in an organization occurs when employees take work-related items from work back home for their use. An accident is a specific unusual and unexpected action that arises with no apparent reason at a particular time and place. Accidents at work will force the company to pay an ample amount of compensation to the employee. Comment by Dickey Lorrin M: A workplace Comment by Dickey Lorrin M: Encounters
Given your understanding of each self-assessment, how can you apply this knowledge within the context of identifying counterproductive behavioral tendency?
a. How would an employee's personality traits influence counterproductive behavior? Comment by Dickey Lorrin M: I suggest integrating this question either as a subtitle or as a part of the paragraph.
For an employee to be a success, both conscientiousness and emotional stability should be high. A high score in personality traits is undependable, negligent as well as disorganized. On the other hand, actual personality trait tests are well organized, cautious, and disciplined. Ideally, openness determines an employee's creativity and open-mindedness. And lastly, neuroticism circumscribes mental stability, calmness as well as confidence in an employee.
b. How would an employee's emotional intelligence influence counterproductive behavior?
As mentioned by Kelloway et al (2010), an employee with high emotional intelligence can cope with any changes, communicate well with others, have empathy, keep calm during stressful situations, can control and manage their feelings, and remain optimistic.
c. How would affect (also known as effective events theory in the textbook - Ch #4) influence counterproductive behavior?
When affect intensity is higher, one tends to have numerous individualized traits that are crucial in solving any other organizational challenge. On the contrary, low affect intensity mans that one is limited in terms of personalized capacity. As a result, there are some tasks that one would be incapable of performing, therefore inhibiting the productivity of the organization.
d. How can you use performance feedback to influence employees not to engage in counterproductive behavior?
As seen in my emotional intelligence score, I tend to be intrinsically motivated to perform my duties. I will apply the same drive in encouraging my fellow workmates to be productive (Sackett&DeVore, 2002). On some occasions, I could use myself as a point of reference to develop a sense of motivation. From my personality assessment, it was clear I am more of an open person founded on this assertion I would use oral criticism positively to encourage the employees to be productive.
From the article, there is a list of counterproductive behaviors that have been provided. They include calling in sick when you are not, inappropriate use of the internet, violence fraud, sexual harassment, theft as well as drug and alcohol use. Concerning my scores, I do not fit in any of these types of counterproductive work behaviors. Being an open person, I uphold utmost integrity in all my life dealings; there is no way I could call in sick and am healthy.
Self-regulation calls for one to think about the consequences of their actions before they indulge in any activity. As depicted in my scores, my self-regulation is outstanding. Stealing would jeopardize my relations with my fellow workmates. With an in-depth knowledge of this, there is no chance I would in engaging in stealing. Drug abuse limits one's productivity. As noticed in my score, I have a heightened self-control .this kind of emotional intelligence would not warrant me any chance to engage in drug and substance abuse. Comment by Dickey Lorrin M: self control. This kind
Bowling, N. A., &Gruys, M. L. (2010).Overlooked issues in the conceptualization and measurement of counterproductive work behavior. Human Resource Management Review, 20(1), 54-61.
Kelloway, E. K., Francis, L., Prosser, M., & Cameron, J. E. (2010).Counterproductive work behavior as a protest. Human Resource Management Review, 20(1), 18-25.
Lanyon, R. I., & Goodstein, L. D. (1997). Personality assessment.John Wiley & Sons.
Peter, P. C. (2010). Emotional intelligence. Wiley International Encyclopedia of Marketing.
Sackett, P. R., &DeVore, C. J. (2002).Counterproductive behaviors at work.
Salgado, J. F. (2002). The Big Five personality dimensions and counterproductive behaviors. International journal of selection and assessment, 10(1‐2), 117-125.