In business operations, the counterproductive work behavior of employees is a vital factor to be considered by business managers. Additionally, counterproductive work is critical in preventing Losses that would otherwise occur within the business because security and safety are put into consideration. Besides, the factors increase the productivity and achievement of the set objectives when both the assets and lives of persons in the business are protected (Marcus et al., 22017). Moreover, this counterproductive work behavior of the employees leads to effectiveness in reacting to an emergency, recovery procedures, and backup capabilities for the continuation of the business. It is possible in some businesses that an employee may display dysfunctional behaviors of various forms, such as coming late for work, ignoring their colleague workers, theft, physical fights with the colleague workers, and even failing to do the work that he/she has been assigned to do. Most of the time, these dysfunctional behaviors exhibited by the employees are as a result of them feeling dissatisfied and misunderstood by their top managers in the business or any kind of enterprise. For businesses, these counterproductive work behaviors are of more significant concern because they impend the well-being of the business, how the business operates, and business stakeholders. Loss productivity (LP) managers being one of the critical stakeholders in ensuring the success of the business play a crucial role in dealing with and preventing Counterproductive work performance (CWB) of employees. He or she must be in a position of identifying these behaviors by evaluating the employee’s performance before taking any action.
Managing counterproductive behaviors among employees
The first and foremost factor that an LP manager needs for effective management of this crisis in the business is to understand its root causes. He or she must also understand what factors in that business environment cause CWB, and what factors will prevent their occurrence. Effective managerial practices are some of the critical factors that help in reducing and preventing Counterproductive work behaviors in the business. As aforementioned, Counterproductive work behavior of employees in the business may be as a result of feeling dissatisfied or demotivated in the business environment by either their co-workers or their managers in the business (Shahinuzzaman et al., 2017). Effective managerial practices need effective leadership that ensures fair treatment of employees, who provide favorable working conditions and appropriate rules in the business, and who engage in responsible leadership. According to Kennedy (2016), leaders should endeavor at all costs to empower their employees by instilling positive attitudes and behavior in them to prevent these dysfunctional behaviors portrayed by employees. Empowering employees means sharing power with their subordinates – not exercising power over them. It also entails giving decision-making authority and expressing confidence in their subordinates in performing tasks assigned to them independently (Lorinkova et al., 2017). Leaders who have confidence in their subordinates and who consult with their subordinates before making decisions lead to higher productivity of the employees. Such an effect is because the employees will reciprocate the favorable treatment of their superiors by increasing their efforts in the performance of the tasks for the success of the business. In a nutshell, proper business management requires identification of the counterproductive work behavior displayed by the employees to prevent losses in the business. As a Loss preventive manager in the business, it is critical to identify the root causes of these behaviors among employees. Active management by the managers of the business results to increase in business productivity because employees are motivated to effectively perform their tasks when they feel that they are in fair and proper condition to work.
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References
Kennedy, J. P. (2016). Sharing the keys to the kingdom: responding to employee theft by empowering employees to be guardians, place managers, and handlers. Journal of Crime and Justice, 39(4), 512-527.https://doi.org/10.1080/0735648X.2014.998701 Lorinkova, N. M., & Perry, S. J. (2017). When is empowerment active? The role of leader-leader exchange in empowering leadership, cynicism, and time theft. Journal of Management, 43(5), 1631-1654.https://doi.org/10.1177%2F0149206314560411 Marcus, B., Taylor, O. A., Hastings, S. E., Sturm, A., & Weigelt, O. (2016). The structure of counterproductive work behavior: A review, a structural meta-analysis, and a primary study. Journal of Management, 42(1), 203-233.https://doi.org/10.1177%2F0149206313503019 Shahinuzzaman, M., Hoque, I., & Saha, A. K. (2017). Counter Productive Work Behavior, Health and Safety Management System in the Ready-Made Garments Industry of Bangladesh.
