Industrial and Organizational Psychology
Productive and Counterproductive Behavior
Productive Behavior
Abilityand performance
Motivation and performance
Personal characteristics and performance
◦ Big Five: Small correlations, largest with conscientiousness
◦ Locus of Control: Opposite results depending on criterion
Internals better on tasks requiring initiative
Externals better on routine tasks
◦ Age and performance: No relation
Job characteristics: Very small relationship
Incentive systems: Effective
Design of technology: Effective
Productive Behavior: Job Performance
Relations between Personal characteristics
and Job performance
◦ Ability & motivation > Job performance
◦ Locus of Control > Performance
◦ Age and performance
Point to remember: good performance requires both
ability (personal) & motivation (environment)
Environmental:Job Characteristics Theory
Productive Behavior:
Task/Job Performance
Relationsbetween Environmental
Conditions and Job performance
◦ Job characteristics
◦ Incentive systems
◦ How much motivating a job is likely to be?
◦ MPS =Skill variety+ Task significance+ Task Identity X Autonomy X Feedback
◦ * MPS= Motivation potential Score
Incentives and Job Performance:
Brainstorming
What could be the possible organizational
constraints that prevent good job
performance?
Organizational constraints
Physical environment
Supervisory practice
Lack of needed tools, equipments
Time availability
Higher level of constraints > lower level of
job performance
Model of CWB
Counterproductive Work Behavior,
CWB
CWB is any intentional unacceptable
behaviour that has the potential to have
negative consequences to an organisation
and their employees within the organisation.
Counterproductive Work Behavior, CWB:
Withdrawal
Absence
◦ Why do people remain absent at work?
◦ Absence culture
◦ Absence policies
Lateness
◦ Job dissatisfaction
◦ Long commutes
◦ Work-family conflict, e.g., having young children
Turnover
◦ Job dissatisfaction
◦ Availability of alternative employment
Model of Turnover
2 minutes brainstorming
What causes CWB?
Think about any past experiences of
CWB you have experienced or observed.
Causes of CWB
Person
◦ Certain types of people more likely to engage in these behaviors.
◦ Delinquent personality:
Alienated
Hostility to rules
Poor impulse control
Social insensitivity
◦ Integrity tests used to screen them.
Situation
◦ Situations that are stressful
◦ Situations that induce negative emotions such as anger
◦ Situations that allow for little employee control
◦ Culture that encourages CWB
◦ Injustice: CWB to even the score
Contributory factors of CWB
Personality
Breach of psychological contract
Unfair reward allocation
Performance evaluations from the supervisor
perspective
Counterproductive Work Behavior: Aggression,
Mistreatment, Sabotage & Theft
Intentionalbehavior that harms the organization or
organization members
◦ Aggression (physical and verbal)
◦ Sabotage
◦ Theft
◦ Withdrawal
Directed at organization vs. people
◦ Coworkers
◦ Subordinates
◦ Supervisors
◦ Clients/Customers
Typology of counterproductive
behaviors
♦ The first dimension – minor deviance
vs. major deviance
The second dimension – interpersonal
deviance vs. organizational deviance
Typology of counterproductive
behaviors
Organizational
Minor Minor and organizational Major and harmful for the Major
deviance organization deviance
Minor and interpersonal Major and interpersonal
deviance deviance
Interpersonal
CWB
How to reduce the given CWB factors?
CWB
Possible remedy:
Personality-based integrity tests
Clearly expressed psychological contract
Unbiased reward systems
360° feedback