Counterproductive work behaviors are everywhere and affect the performance of organizations as they influence various functions. Different factors such as personality and organization stressors cause them. One CWB presented in my workplace is that there were employees who deviated from their duties and responsibilities within the organization. Salespeople neglected their roles, and this led to a decline in the company’s financial performance. Furthermore, several customers complained that they did not receive proper services and this affected the firm’s reputation. The management took action by summoning the involved employees and dismissing them from work without considering other available alternatives. Therefore, counterproductive work behaviors affect organizations and call for the management to take corrective actions.
The counterproductive work behavior above was handled by dismissing the employees involved from the workplace. The management argued that this would influence positive behavior and prevent such issues from happening again in the future. However, the situation should have been handled in a different way such as putting in place better reward systems which would have encouraged employees to improve the performance in productive ways (Puni, Agyemang & Asamoah, 2016). Additionally, the organization should have encouraged 360 0 feedbacks from customers, supervisors, and other employees, and this would have provided more information on performance of the staff. The process of restructuring reward systems and provision of feedback would have lowered any further chances of employees acting in counterproductive ways.
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In conclusion, counterproductive work behaviors are present in various organizations, and these affect the entire organization. For instance, reluctance of employees in my workplace led to lower sales which in turn lowered profits and led to the dissatisfaction of customers. The step that the firm took to get rid of those employees were ineffective as it would have looked into the root causes of such behavior. It would have then considered restructuring reward structures to motivate employees and to provide continuous feedback from all stakeholders regarding performance.
References
Puni, A., Agyemang, C. B., & Asamoah, E. S. (2016). Leadership styles, employee turnover
intentions and counterproductive work behaviours. International Journal of innovative research and development , 5 (1).
