Organizational Psychology: Productive and
Counterproductive Behaviors
Organizational Psychology
Organizational psychology is vital in understanding
psychological principles which form the links between
research methods and human behavior in an
organization. Basically, organizational psychology
focuses on how individuals think about themselves and
activities that affect these thoughts and feelings in an
organizational environment especially during selection,
perfection, and persuasion procedures.
Application of organizational psychology in members
of an organization facilitates advanced stages of
maladaptive behaviors studies (Bass, 1990).
To be able to carry out organizational psychology
assessment, research and statistics are needed to
understand the various behavioral patterns that exist
within the scope of an organization. Consequently,
organizational psychology theorists overtly argue that
cognition alters behavior.
Moreover, it is important to note that the outcomes of
organizational psychology vary hugely from one
organization to the other. Therefore, research and
statistics will facilitate understanding of group
thoughts since according to this perspective; emotional
distress is assumed to result from maladaptive thoughts
expressed in specific behavior patterns. Through
research, it is possible to stipulate the different
behaviors often associated with different thoughts
patterns.
Therefore, comprehensive statistics will establish the
sources of such thoughts and help the assessor to
understand how to tackle them through a guided self
approach. The aim of statistics will be to replace the
presumed distorted thoughts of life events with more
adaptive and realistic appraisals in an organization
(Prosci, 2007).
This self guided approach is based on collaborative
procedures that involve designing specific learning
experiences to teach organization on how to monitor
automatic behavior; recognize the relationship between
these behaviors and cognition, ways to test the validity
of the relationships, and measures to apply to substitute
the distorted thoughts with more realistic cognitions
(Weick & Quinn, 1999).
Since research methods focus on the development of a
range of skills that is designed to help the organization
cope with a variety of life situations, it remains
indispensable to the learning process of the
organization in order to develop a proactive balance
and to make certain that newly acquired behaviors are
available when needed.
Organizational psychology studies group behavior
within an organization. Therefore, it will emphasize
behavioral rehearsal by use of wide-ranging, practical
case examples to improve generalization to real life
settings. In practice, especially during the assessment
periods, organizational psychology will identify signs
that might indicate high-risk situations, and seek to
employ its newly learned coping skills to address the
situation at hand (Britt & Jex, 2008).
The same outlined procedures will be applied to both
the contemplators and group membership from the
indicated signs of maladaptive behavior in the
organization.
For individuals in the advanced stages, the procedures
might also include measures to prevent relapse to the
same state after assessing the psychology of the
organization. These may include skills training and
replace prevention approaches. Furthermore,
organizational psychology employs the problem-
solving therapies in practice on the groups
appropriately.
The approach is necessary in situations where the
organization has been unable to cope with the
problematic situations facing them. Considering the
social and personal consequences associated with the
inability to cope with the challenges, organizational
psychology carry out an assessment that can offer the
most effective response if not a permanent solution.
This approach may be described as a combination of
both coping skills, training procedures and cognitive
restructuring techniques (Britt & Jex, 2008).
In using the problem-solving therapy, the emphasis of
organizational psychology develops broad approaches
for dealing with a wide range of organizational
behavior patterns. Thus, organizational psychology is
the most practical tool for profiling role success and
evaluation of employees through combination of
personality, cognitive, and fitness skills.
In addition, it endeavors to perfect the organization
through leadership, coaching, and training of the talent
studded pool of employees. Therefore, organizational
psychology is important in persuasion in an
organization. From this perspective, it is important to
note that change does not just occur because it seems
to be a good idea, but it occurs the moment responsible
people are satisfied to justify the difficulties of
incorporating change.
As a result, professionals are obligated to ensure
change in an organization should be able to come up
with strategies that will ensure that there in a need for
such a change to take place instead of simplifying on
the benefits expected from such changes.
Productive and Counterproductive Behaviors
Irrespective of the size of an organization, productive
and counterproductive behaviors influence productivity
of that organization. Besides, they form the basic
building units of organizational psychology. Thus,
comprehensive understanding of these opposite
behavior orientation is vital towards maximizing
productive behavior while minimizing
counterproductive one.
Productive behavior is “defined as employee behavior
that contributes positively to the goals and objectives
of the organization” (Britt & Jex, 2008, Ch. 4).
Therefore, it is factual that productive behavior is
directly and positively proportional to productivity
level exhibited in an organization.
Generally, it promotes and encourages goal
achievement within an organization. On the other hand,
counterproductive behavior is “a behavior that
explicitly runs counter to the goals of an organization”
(Britt & Jex, 2008, Ch. 6). Thus, this type of behavior
limits productivity within an organization.
In most cases, this unwanted behavior adopts the form
of drug abuse, sexual harassment, alcoholism,
employee absenteeism among other vices that are
oppositely skewed towards company goals. Generally,
this unwelcomed behavior is often associated with
ineffective performance.
In order to understand the impacts of productive and
counterproductive behaviors on performance and
productivity, it is necessary to establish the scope and
characteristic of each behavior module. As indicated in
the above definition, productive behavior is desired in
an organization since it promotes optimal productivity
and is in line with the goals and set targets of the
organization.
It takes the form of professionalism, organization,
respect, optimal performance, and discipline.
Therefore, productive behavior stresses to the
employee the need for an active cooperation between
them and the roles assigned in the planning and
execution of the set targets for the assigned roles.
Specifically, productive behavior identifies a range of
problem situations facing the organization in their
social environment, and generates multiple alternative
solutions to those problems and lays a series of
procedures that are necessary to achieve desired results
(Britt & Jex, 2008).
This will be achieved through discussions and
structured activities that involve hypothetical and real
interpersonal problem situations designed to help teach
the employees problem solving skills. In this scenario,
the junior employees and those in advanced stages will
require the same set of procedures to help them solve
the problems.
Besides, productive behavior puts emphasis on
advanced maladaptive behaviors because they provide
perfect scenario for understanding the situation and
offer comprehensive solutions. In an organization
environment, productive behavior will give the
employees an opportunity to benefit from the feedback
and experiences from their peers and learn anticipated
obstacles in implementing the acquired skills that
promote productivity (Oliver, 1980).
On the other hand, counterproductive behaviors such
as alcoholism, sexual harassment, absenteeism hinder
productivity in an organization. When these vices are
internalized within the employees, conflicts with role
allocation and performance will overshadow the
organization’s goals.
Unlike counterproductive behavior, productive
behavior examines the challenges that are posed to
individuals by maladaptive thought patterns and where
possible, help the individuals establish more realistic
and adaptive thought patterns that positively influence
productivity (Spector, 2008).
To increases productive behavior, it is vital to create
healthy work environment and personal growth
perspectives that apply to all situations since problems
that each individual faces at an interpersonal level
ultimately affect the group. In carrying out an in-depth
enquiry to each employee’s personal life,
organizational psychologists should endeavor to
determine which behavioral therapy best suits the
individual.
Thus, through properly designed training procedures,
talent promotion, and motivation, productive behavior
internalization will present that individual with the best
alternative ways of solving problems he or she faces in
role execution (Feist & Feist, 2006).
For an organization to succeed in calculating relevant
organs, departments, and channels for addressing and
promoting productive behavior, there must be an all
round objective working relationship with the
employees. Since all the working class adults in most
organizations use up half and plus of their waking
hours in work place, employers are given a very unique
opportunity to establish and monitor a desirable culture
to improve and maintain a healthy workforce.
These may be in the form of psychological, experience,
value and beliefs, attitudes, and group common
interests (Sinclair, 2010). Unless they take a positive
attitude to embrace change and create an environment
that motivated change, quantifiable change may just be
a dream.
Improving Organizational Performance Simulation
Improving Organizational Performance Simulation
Summary
I was taken aback on how research, reflection, and data
influence the choice of modification, adoption, and
even augmentation in organizational policies on
organizational psychology. In my first attempt to
review the simulation procedure for identifying
relevant solutions, the results were not very
convincing.
I believed that the problem was originating from
remuneration packages offered by the firm, but this
turned out not to be the case. As a matter of fact, Tesco
Company has remained very successful over the years
but is currently facing series of problems that are
associated with management models it uses.
Among these issues include redundancy, poor intra and
inter personal communication, and monotony. Stated
way back in the late 1890s, the company has presented
itself as an equal employer with more than 20, 000
employees. However, in the recent past, a good number
of disgruntled customers have registered complaint on
the quality of services against their money.
Besides, some employees complain of monotony and
communication breakdown in service delivery. In
response, the CEO has outsourced Quality Insurers
Company that specializes in organizational psychology
to reverse this worrying trend. In the initial stage of
arresting the situation, Quality Insurers hypothesis is
that monotony and communication breakdown are the
causes of dissatisfaction. As a result, they have settled
on support crew, motivation, and training as
intervention route.
Simulation and Solutions
Problem identification
Reflectively, “the simulation process encompasses
problem identification, data collection, and solution
design” (Feist & Feist, 2006, p.46). The initial step
aims at quantifying the causal factors for
dissatisfaction of employees. In their interactive blog,
it is apparent that management is ignoring concerns
raised by employees.
Reflecting on Lewin’s ‘three step theory’, the
unfreezing, transformation, and refreezing determine
the level of performance in an organization. According
to this theory, the first step involves realization that a
challenge exists in the organization.
The second step involves transformation of this
challenge into a development goal after which
implementation step concludes by developing a
solution for the challenge (Feist & Feist, 2006).
However, the management seems less concerned about
the concerns raised by their employees.
Intervention for Stunt Performers
After establishing the reasons for job dissatisfaction, it
is vital to conceptualize intervention modules that are
intrinsic of observations and data. The company has a
budget of $ 250,000 for designing intervention
modules. From the many intervention mechanisms
proposed by Quality Insurers, I opted for motivation,
training, and self evaluation since they are positively
skewed towards the outcome. The cost of these
intervention modules were at $230,000 and the rating
was above 70% on effectiveness scale.
Stunt Consultations
From the above results, the CEO has noticed the
immediate need for stunt consultation. Quality Insurers
have opted for four stunt performers to pilot this
project for its applicability. From the views expressed
by colleagues and observation of emotional and skills
levels, I opted for Warren, Michael, Nicholas, and
James.
The four seem mature; they get along, and are skilful.
In addition, they exhibit good interpersonal
communication. Reflectively, unless there is need for
change from the management, such a change cannot
take place in any organization. This is because
individuals and organizations tend to develop
resistance to any possible change.
Support Crewmembers
This group consists of 30% of the whole Tesco
Company workforce. Their morale seems to be very
low. From the Quality Insurer’s report, it is apparent
that the group lack self esteem, are rigid, and have poor
problem solving skills.
My choice of intervention was informed by the need
for improving skills through training, team work
improvement, and establishing a friendly work ethics.
These solutions are directly related to the
aforementioned problems. Besides, I would have
opined that high performers be confirmed as permanent
employees as very few would benefit under this
arrangement.
Theory of Employee Motivation
As opined by Maslow, in the hierarchy of needs theory,
“primary needs are basic before tertiary needs and must
be addressed in that order” (Spector, 2008, p. 36).
Among the needs include safety, physical needs, love,
self esteem, and room for actualization. As seen among
the stunt performers, the need for actualization is the
driving force for resignation.
Therefore, the solution for this would be creation of a
favorable room for personal development and self
actualization in order to retain these talented
employees at Tesco Company.
Workplace Knowledge
Job satisfaction is as a result of a systematic and
continuous environmental and personality interaction
that fosters the right attitude (Spector, 2008). Thus,
allocating the right duty to the right person will help
achieve this in short and long term. In Tesco Company,
social and highly skilled employees should be allocated
the right duties than keeping them in a secluded
environment.
When assigning duties, personality checks are
necessary to promote self satisfaction while the same
time, improve performance. In addition, periodic self
evaluation and interdepartmental rotation would ensure
change of environment. When properly organized, the
results would present desirable performance levels.
Conclusively, it is apparent that Tesco Company has
been enjoying prosperous functionality, but is currently
facing serious job dissatisfaction challenges. As matter
of fact, the highly skilled stunt performers are
performing below their optimal due to monotony and
ignorance of their daily concerns. Several intervention
modules have been suggested by Quality Insurers to
improve on job satisfaction for the stunt performers
and support crewmembers.
Despite the fact that employees are meeting the first
four needs as indicated in the Maslow’s hierarchy of
needs theory, the stringent need for self actualization
remains underdeveloped. In order to resolve this
stalemate, it is vital for the company to appreciate the
need for periodic trainings, change in environment, and
motivation.
The intervention plan is often influenced by the nature
and magnitude of the problem. Among the commonly
adopted intervention plans include team building,
training, structural, and individual actions assessment.
After planning the intervention strategy, the plan is
then implemented. The speed at which such changes
can take place in an organization can also be described
as either continuous or episodic.
As the name suggests, continuous change in an
organization is one that is ongoing and performed
periodically such as offering training skills to
employees. To improve on the organizational
performance, the management of the organization
should adopt strategies that ensure continuous
acquisition of knowledge by employees.
Organizational Development
The entire process of organizational development
encompasses a comprehensive research action model
that endeavors to identify the immediate and future
requirements for change. Reflectively, “the process
proceeds through assessment, planning of an
intervention, implementing the intervention, gathering
data to evaluate the intervention, and determining if
satisfactory progress has been made or if there is need
for further intervention” (Elearn, 2006, p. 89).
The process commence with identification of the need
to solve a particular problem after which the situation
is assessed. After assessment, the problem is clearly
defined and an intervention plan is hatched. The
process of implementation involves collection of
relevant data which is later used in authenticating
intervention effectiveness (Sinclair, 2010).
Several theories have been presented on organizational
development. To begin with, the three step theory
proposed by Lewin is vital by suggesting “that
organizational change has three steps known as
unfreezing, transformation, and refreezing” (Britt &
Jex, 2008).
According to this theory, the first step involves
realization that a challenge exists in the organization.
The second step involves transformation of this
challenge into a development goal after which
implementation step concludes by developing a
solution for the challenge.
Besides, the action research model theory also
proposed by Lewin summarizes the process of
development as involving “problem identification,
hypothesis development, testing, and data analysis”
(Britt & Jex, 2008, p.69). Moreover, the general system
theory opine that “an organization takes something
from the environment and transforms it; it then is given
back to the external environment altered” (Britt & Jex,
2008, p. 74).
In addition, organizational change theory suggested by
Burke explains “how leadership, the external
environment, mission and strategy, organizational
culture, and individual and organizational performance
work together” (Fishbein, 1967, p.484).
The conditions for success of organizational
development plan include creation of a healthy
working culture, structuring of communication
channels, and existence of quantifiable monitoring
procedures. As a result, the work environment becomes
holistic, soft and socially friendly to the staff. In
relation to above argument, organizations have strived
to develop good culture by fostering a strong alignment
on the monitored path of achieving its goals, missions
and vision.
References
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Elearn, K. (2006). Managing Health, Safety and
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Feist, J., & Feist, G. (2006). Theories of personality
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Fishbein, M. (1967). Attitude and prediction of
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