Counterproductive Behavior Thesis

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CHAPTER 1

INTRODUCTION

Counterproductive behavior is employee behavior that goesagainst the legitimate interests of an organization. These behaviorscan harm organizations or people in organizations including employeesand clients, customers, or patients. It has been proposed that a person-by-environment interaction can be utilized to explain a variety ofcounterproductive behaviors. For instance, an employee who is high ontrait anger tendency to experience anger! is more li"ely to respond toa stressful incident at wor" being treated rudely by a supervisor! withC#$.

The Trends of the Counterproductive $ehavior term is to subsumerelated constructs that are distinct. #or"place deviance is behavior atwor" that violates norms for appropriate behavior. %etaliation consistsof harmful behaviors done by employees to get bac" at someone whohas treated them unfairly. #or"place revenge are behaviors byemployees intended to hurt another person who has done something

harmful to them. #or"place aggression consists of harmful acts thatharm others in organizations.

&ets tal" about the problem regarding the Counterproductive$ehaviour, counterproductive behaviour has been a problem sinceorganizations have hired employees. %ecently, there has beenincreasing interest in explaining and addressing deviant behavior in thewor"place.

'o what can we do to lessen this "ind of problems regarding inCounterproductive $ehavior( In my opinion is identify )rst the ethicalorientation of each *ob candidate. For example when hiring individualswho will be wor"ing face to face with the public, as" +uestionspertaining to integrity and honesty then understand employeeperceptions. Creating a wor" environment with fair and e+uitablepolicies while also treating employees with respect will engage


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employees involvement. $e a role model. #hen policies andprocedures are implemented within a facility, those in power need tofollow the same rules. limit the number of personal calls they ma"e orta"e per day.

I/T 0/T/T%0C1''

Having a

Good

Employee

Increasing of

Gro!" ra!e

of !"e

company

Good

Discipline of

Employee

Assessmen! of !"e

gro#p responden!s

!"ro#g" s#rvey$

%#es!ioner

In!ervies

Doc#men!ary

Analysis

Ga!"ering

Da!a

Pro&le of

Responden!s

Age

Gender

Posi!ion

'eng!" of

service

(!ra!egies

R#les and

Reg#la!ion

Profer Training

)e a Role *odel


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Researc" Paradigm

Concep!#al +rameor,

In )gure 2 show that the input refers to the pro)les of

respondents in terms of age, gender, osition and &ength of 'ervice.

The Figure 2 paradigm shows the process through assessment of

the group of respondents through survey +uestioners, interviews,

documentary analysis and gathering of data.

The output is the e3ects if we reduce the Counterproductive$ehaviours is made the whole company good, 4aving a 5ood1mployee, Increasing of 5rowth rate of the company and 5ood6iscipline of 1mployee.

(!a!emen! of !"e Pro-lemThe main problem of the study is to determine the counterproductivebehaviors manifested among the mar"eting professional of 6$'ervice Corporation, 'peci)cally it attempts to answer the following7uestions8

9. #hat is the ro)le of the respondents as to8

9.2 9ge 9.: osition

9.; 5ender 9.< &ength of 'ervice

$. 4ow evident are the manifestations on the Counterproductive$ehaviors among the =ar"eting rofessional(


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C. Is there a signi)cant relationship between the manifestationof the counterproductive behaviors among the mar"eting professionaland their pro)les(

Hypo!"esis

There is no signi)cant di3erence on the assessment on the groupof respondent on the Counterproductive $ehaviours because they

meet the individuals 1xpectation.

(igni&cance of !"e s!#dy

The study focused on explaining the Counterproductive

$ehaviours manifested among the =ar"eting rofessional of 6$

'ervice Corporation . =oreover, the results of the study will bebene)cial to the following8

2. 6$ 'ervice Corporation - this research will help them to become

"nowledgeable the number of applicants, or percentage of total

applicants, its services ratings.

;. 1mployers- This study will help them on how to use the strategies

wisely and e3ectively

:. %espondents- The respondents will have awareness on the

importance of I=C


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. %esearcher- this research will be their guidelines soon on how to

ma"e thesis and the right format.

(cope and 'imi!a!ions

This study is limited to the pro)le of respondents in terms of age,

gender, osition and length of service. The respondents of the study

were composed of 2?? randomly, selected 1mployees and applicants

of 6$ 'ervice CorporationThe venue of the 6$ 'ervice Corporation ;nd@oor 1$C $ldg, 5il

uyat 9venue, corner =a"ati avenue, =a"ati city,The period covered is year ;?2>.

De&ni!ion of !erms.

#e use the terms above and we give the meaning of it for easy

to understand for readers.

2. 9ggression- hostile or violent behavior or attitudes towardanotherA readiness to attac" or confront

;. $ehavior- the way in which one acts or conducts oneself,especially toward others.

:. Counterproductive- having the opposite of the desired e3ect.


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. 6eviance- the fact or state of departing from usual or accepted

standards, especially in social or sexual behavior.

B. 1mployee 9 person employed for wages or salary. 1specially innon executive level.

D. 1mployer 9 person or organization that employs people.

E. =anifested- display or show a +uality or feeling! by ones acts orappearanceA demonstrate.

. 0rganization- 9 social unit of people that is structured andmanaged to meet a need or to pursue collective goals.

2?. aradigm - is a distinct set of concepts or thought pattern,including theories.

22. %etaliation is an act of revenge.

2;. %esearcher - is someone who conducts research, i.e., anorganized and systematic investigation into something.

2:. %espondents - a person who replies to something,especially one supplying information for a survey or +uestionnaireor responding to an advertisement.

2. #or"place deviance- refers to deliberate, maliciousattempts to sabotage an organisation by causing problems in thewor"place.

2B. #or"place revenge are behaviour by employees intendedto hurt another person who has done something harmful to them.


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2D. Theoretical framewor" - is the structure that can hold orsupport a theory of a research study. It introduces and describesthe theory that explains why the research problem under studyexists.

T"eore!ical +rameor,

This Theory is anchored by the boo" written by Tomas7uintin 6 9ndres (;??2! entitled Filipino behavior at wor"8 4umanrelations H organizational behavior in the hilippine settingthat 9norganization consists of individuals with di3erent tas"s attempting toaccomplish a common purpose. this purpose is the creation anddelivery of goods or services for its customers. 0rganizational behavioris the study of how individuals and groups perform together within anorganization. It focuses on the best way to manage individuals, groups,

organizations, and processes. 0rganizational behavior is an extensivetopic and includes management, theories and practices of motivation,and the fundamentals of organizational structure and design. From thesmallest non pro)t to the largest multinational conglomerate, )rms andorganizations all have to deal with the concept of organizationalbehavior. nowledge about organizational behavior can provide
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managers with a better understanding of how their )rm or organizationattempts to accomplish its goals. This "nowledge may also lead toways in which a )rm or organization can ma"e its processes moree3ective and eGcient, thus allowing the )rm or organization to

successfully adapt to changing circumstances. Thischapter will help you better understand the theories and structures oforganizational behavior. The chapter begins by discussing some of thebasic characteristics of managers and management. It then describessome of the popular theories and practical applications related tomotivation and helps answer the +uestion J#hat motivatesemployees and why does it motivate them(K The chapter thenexamines some of the fundamentals of organizational structure and describes ways in which organizational structures di3er from on another.Finally it discusses a few methods by which organizations can ontrolprocesses and outcomes.

CHAPTER /Rela!ed 'i!era!#re and (!#dies

'OCA' 'ITERATURE(

Counterproducive behavior in philippine organizaions much li"eemployees in the west, employees in the philippines want to doexcelent wor" and perform well in their assigned duties. yet thecountry is no exception to counterprodutive behaviors. &i"e wor"ers allover the world, Filipino wor"ers also exhibit behaviors that run againsthe organizations goals or agains persoanal eGcacy, 4ow di3erent are)lipinos counterprodutive behavior compared to those in the #est(


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Filipino anthropologist F. &anda Locano explained that, being in acollectivist society, consider wor"mates as friends and thatrelationshops go beyond wor" to a3ect personal lives. &i"ewise, 'aito eal. suggested that Filipinos tend to be more motivated and productivewhen wor"ing in groups or teams with face-to-face interaction. 5iven

this collectivist culture, counterproductive behaviors may involveinteraction with other people or may be motivated by socialrelationships. 9n example is the Filipino value of pa"i"isama, whichmeans to be concerned about, to the supportive of, and to concede topublic opinioin social situations in order to achieve group cohesion.

This value has two faces8 one which allows smooth interpersonalrelationships to occur, whie the other would be groupthin" or cohesionso strong, it may actually encourage counterproductive behavior.

The Civil 'ervice Commission of hilippines de)ned an

unethical behavior as any behavior prohibited by law. In adynamic business environment, a Jlarge gray areaK exists thatma"es it diGcult and unclear to distinguish what is ethical. 9nunethical behavior would therefore be de)ned as one that is notmorally honorable or one that is prohibited by the law. =anybehaviors will fall in the classi)cation including corruption, mailand wire fraud, discrimination and harassment, insider trading,con@icts of interest, improper use of company assets, bribery and"ic"bac"s, compliance procedures, ethical relations with others,

disciplinary action, fraud, illegal business donations, patentinfringement and product liability $arrcus H ear, 22, 2;!./nethical behaviors that stimulated interest in ethics include#atergate events, &oc"heed 'candal, the 2D; /nited 'tatespresidential election, illegal business donations and bribery offoreign oGcials in order to induce business abroad Carroll, 2DE,>!. Today, the most common ones are false communication,collusion, con@icts of interest, gifts and "ic"bac"s, health servicesprovidersM unfair practices, insider trading, discrimination andharassment, and embezzlement

+OREIGN 'ITERATURE(


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In recent years, counterproductive wor" behaviors researchhas proliferated in organizational behavior literature.Counterproductive behavior broadly are de)ned as unproductiveactivities elin anten and Funda 1r Nl"er, The =acrotheme

%eview ;


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%esearches in this area suggest that two group of factors arecauses of counterproductive behaviors in organizations. Thesefactors are based on individual-related factors and organizational-related factors. The individual-related factors include

conscientiousness, negative a3ectivity, agreeableness, moralphilosophy, age, gender, education level, seniority, marital statusand emotional intelligence. 0rganizational-related factorscomprise organizational *ustice, perceived organizational support,social pressures to conform, negative and untrusting attitudesfrom managersPco-wor"ers, disagreement with organizationalgoals and expectations, ambiguity about *obs, managementstyles, organizational ethical climate, organizational climate.

0rganizations are characterizing forums where a variety of

di3erent behaviors are expressed, each with a di3erentconse+uence to the individuals within the organization as well asthe entire organization. These behaviors usually harmonize withthe organizational climate. 0rganizational climate includesorganizational norms which are a grouping of expected behaviors,languages, principles and postulations that allow the wor"place toperform at a suitable pace 9ppelbaum et al., ;??D8 >ED!.$esides, organizational climate is formed of sharing values,beliefs and behavioral norms in an organization 9hmad et al.,

;?2;8 22EE?!. Concordantly, it can be said that organizationalclimate occurs as a result of attitudes, behaviors and emotions ofemployees and adopted rules of organization. 6ue to this feature,organizational climate is expected to a3ect elin anten andFunda 1r Nl"er, The =acrotheme %eview ;


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Counterproductive behaviors have been classi)ed based ondi3erent views in the literature. For example, theft, destruction ofproperty, misuse of information, misuse of time and resources,unsafe behavior, poor attendance, poor +uality wor", alcohol use,

drug use, and inappropriate physical actions, lateness, rude andcynic behavior to wor"mates li"e etc. =ann et al., ;?2;8 2E!. Conse+uently, we will examinecounterproductive behaviors in accordance with %obinson and$ennettMs typology. #ith reference to this typology, there are twospeci)c types of counterproductive behaviors. 0ne of them isinterpersonal counterproductivebehaviors aimed at individualsAthe other is organizational counterproductive behaviors targetingthe organization lotz and $uc"ley, ;?2:8 22>!.

In!erpersonal co#n!erprod#c!ive -e"aviors8 thesebehaviors are displayed between individuals in thewor"place and involve behaviors such as8 belittling others,playing pran"s on others, acting rudely, arguing, andphysical aggression. Interpersonal-directed aggressionincludes minor normative violations labelled as politicaldeviance i.e., favoritism and gossip! and serious violationslabelled as personal deviance i.e., verbal abuse etc!.

Organi0a!ional co#n!erprod#c!ive -e"aviors. these aredirected against the organization and include such actions asstealing, withholding e3ort, sabotage, lateness.0rganizationaldirected aggression, on the other hand,includes minor normative violations labelled as productiondeviance i.e.,leaving wor" early and ta"ing excessive


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brea"s! and serious violations labelled as property deviancei.e., sabotaging e+uipment and stealing! 9ppelbaum et al.,;??D8 >ED->EEA 'cheuer, ;?2?8 DA Oen and Teng, ;?2;8 ;!.

Counterproductive behavior has gained importance due to itsin@uences on organizations and employees. %ecently, researcheshave conducted studies which show its causes on individual andorganizational levels 9ppelbaum et al., ;??D8 >;!. Individualand organizational factors are "nown to in@uence the behaviorand attitudes of the employees. 0ne organizational factor thathas been demonstrated to have a signi)cant e3ect on employeebehavior is the organizational climate eterson, ;??;8


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speci)c facets! are reviewed with regard to theoretical and practicalimplications. In 'tudy 2, structural meta-analysis was then used to testwhether a re@ective higher-order factor underlies meta-analyticallyconstructed correlation matrices of )ve C#$ facets. 9nalysessupported a general factor model. For 'tudy ;, a primary data set R

2,;:D employees! was collected in order to test alternative structuralmodels and possible integrations of these models. Con)rmatory factoranalyses revealed that the best )t was for a bimodal nonhierarchical!model in which individual C#$s simultaneously load on one of theeleven facets describing their content e.g., theft, absenteeism! and onone of three factors describing the target primarily harmedorganization, other persons, self!. &ess support was found forhierarchical models and for models involving fewer content factors.

These )ndings suggest that C#$ is best described by a re@ectivehigher-order factor at the general level and by a complex set of

bimodal facets at the more speci)c level =ann et al., ;?2;8 2


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hand, it brings about lateness, absenteeism and turnover. $ecause ofthe counterproductive behaviors signi)cance and its costs, thesebehaviors properly manage by the organizations and managers.4owever, organizations ma"e an e3ort to identify factors which areconducive to such behaviors.

+OREIGN (TUDIE(

Counterproductive wor" behavior consists of intentional actsby employees that harm organizations or their sta"eholders.Included under C#$ are acts of physical violence against peopleType : violence!, as well as milder forms of aggressive behaviorsuch as verbal aggression and other forms of mistreatment

directed toward people. C#$ also includes acts directed towardorganizations rather than people although people are oftenindirect targets!. This includes destruction and misuse oforganizational property, doing wor" incorrectly, or failing to notifysuperiors about mista"es and wor" problems e.g., a machinemalfunction!, and withdrawal e.g., calling in sic" when not ill!.C#$ has been studied from a variety of perspectives, usingdi3erent terms to refer to a partially overlapping set of harmfulacts. This includes aggression euman H $aron, ;??>A 'pector,

;??B!, deviance 4ollinger, ;??2A %obinson H $ennett, ;??;!,retaliation '"arlic"i H Folger, 2D!, and revenge $ies, Tripp, Hramer, ;???!. 9cts directed speci)cally at people have beenstudied as bullying 4oel, %ayner, H Cooper, 2!, emotionalabuse eashly, ;??:!, and mobbing apf, norz, H ulla, 2B!.%esearchers who have studied these various related phenomenahave ta"en a variety of theoretical positions that give di3erentemphasis to emotions. euman and $aronMs ;??, ;?2?, ;?2;!wor", based on the human aggression literature, considers therole of negative emotions in a3ective aggression. They provided

an integrated model of aggression euman H $aron, ;??>! inwhich negative emotion hostility, anger, and shame! plays acentral role. 9ccording to this model, aggression is triggered byenvironmental conditions and stressors, including situationalfrustration, in*ustice, insults, and presence of things associatedwith aggression. These lead to negative emotions and aggressive


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cognitions that together lead to appraisal of the situation anddecisions about whether or not to respond aggressively. Theirmodel draws upon a cognitive-neoassociationistic analysis ofaggression 9nderson, 9nderson, H 6euser, ;??;A 9nderson,

6euser, H 6eeve, ;??;A $er"owitz, 2?!. 'ituational variablessuch as perceived threat, mistreatment, or frustration resultingfrom thwarted goals! may lead to primary and secondaryappraisal and on to aggressive behavioral choices by one or moreof three paths8 cognition excitation of hostile thoughts,memories, or aggression scripts!, a3ect priming hostile or angryfeelings!, andPor arousal excitation transfer!. Through accessiblehostile schemata, these paths may lead to more hostileinterpretation of ambiguous events and ambiguous a3ectivestates. It is noteworthy that anger can play several causal roles in

this process 9nderson H $ushman, ;??;!.

#or"place deviant behavior #6$! and counterproductivewor" behavior C#$! are used interchangeably in the literature.#hile C#$ and #6$ are similar, C#$ is broader in concept than#6$ 4ogan H 4ogan, 2E!. Counterproductive wor" behavior isde)ned as a potentially destructive behavior such as sabotagingwor" e+uipment, cheating or intentionally brea"ing wor" rules!that is intended to have harmful conse+uences on cowor"ers and

the organization =iles, $orman, 'pector, H Fox, ;??;A Fox,'pector, H =iles, ;??2!A whereas wor"place deviant behavior isde)ned as Jvoluntary behavior of organizational members thatviolates signi)cant organizational norms, and in so doing,threatens the well-being of the organization andPor its membersK%obinson H $ennett, ;??E, p. >>B!. Two important forms ofdeviant behavior are very much related to our proposed typologyof wor"ersU response to monetary incentives. roduction devianceinvolves brea"ing wor" rules, shir"ing or withholding e3orteterson, ;??;A %obinson H $ennett, ;??


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organizations, not one of these typologies has dealt with thecounterproductive wor" behavior that the monetary incentivesystems generate.

%esearchers often use the framewor" developed by Fox and'pector 2! when discussing C#$. C#$ is behaviour intendedto hurt the organization or other members of the organization.

Therefore, it can be categorized around the target of thebehaviour8 The organization C#$-0! and other individuals C#$-I!. 9cts such as aggression and hostility are directed at peopleC#$-I!. #hile others, such as doing tas" incorrectly or sabotage,are directed at organizations C#$-0!. Further classi)cation wasdeveloped by 'pector et.al. ;??B!, that categorizes C#$ into )vedimensionsA abuse - harmful and nasty behaviours that a3ect

other peopleA production deviance - purposely doing oneUs *obincorrectly or allowing error to occurA sabotage destroyingorganizational propertyA theft wrongfully ta"ing the personalgoods or property of anotherA and withdrawal avoiding wor"through being late or absent. 9nother dimension C#$ can becategorized is according to its severity, ranging from minor tosevere. 'ome deviant behaviour, such as wor"er tal"ing with co-wor"ers instead of wor"ing, would be classi)ed as a minor deviantact,whilst, other incidents such as physical assault, would be

classi)ed as severe 4ollinger, ;??2!. 9ccording to elloway;?2?!, C#$ can be viewed as a form of protest withinorganizations, stemming from having a high degree ofidenti)cation with a victim of in*ustice. It was also suggested thatC#$ can be both individually and collectively enacted. CollectiveC#$ would be li"e wor"-slow campaigns, wor" to rule, bullying,and collective acts of violence that occur in the context of labourdispute


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(yn!"esis of !"e Revie 'i!era!#re and (!#dies

The related studies review by the researchers include theCounterproductive $ehavior in =ar"eting rofessional in 6$

'ervice Company. This studies of some researchers are related tothe present study since they all dealt on Counterproductive$ehavior in organization. 4owever, they di3er from the present interms of the focus8

The Counterproductive $ehavior =anifested among the =ar"etingrofessional.


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)i-liograp"y

9reeg I. $ara"atV and Faten =. =oussa. atterns of wor"ersMCounterproductive #or" $ehaviour under the monetary incentivesystems ;??;!.

1dgar F. 4use and Lames &. $ow-ditch. $ehavior in 0rganization asystem approach to managing second edition!.

Lerald 5reenberg, %obert 9 $aron. $ehavior in 0rganization8/nderstanding and =anaging the 4uman side of wor. B th1dition,

ew yor" rentice-4all ;??2!

Lohn #. ewstron and eith 6avis. 0rganizational $ehavior4uman $ehavior at #or"! ;??E.

&anda F. Locano, =.% 4echanova, = Teng-calleha, H Q. Qillaluz. L./nderstanding the Filipino #or"er and 0rganization;?2

%obinson, '.&. and $ennett, %. L. J9 typology of deviant wor"placebehaviors8 9 multidimensional scaling study,K 9cademy of

=anagement Lournal :E8;!, 9pril 2>, pp. >>>->D;.

%owena '. 6imaano, ;?2;! 4uman $ehavior in 0rganization.

aul 1. 'pector, 'uzy Fox, Theresa 6omagals"i. 1motions,Qiolence, and Counterproductive #or" $ehavior, ;?22.


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C"ap!er III

*e!"odology

The way in which research is conducted may be conceived of in terms of theresearch

strategy employed and so the research instruments utilized in the pursuit of

the goal the research ob*ectives and the +uest for the solution of the

problem. #e have outlined our research +uestions and ob*ectives in chapter

2. The purpose of this chapter is to8

1xpound our research strategies, including the research methodologies

adopted. Introduce the research instruments that we have developed and

utilized in the pursuit of our goals.

Researc" *e!"od

6escriptive type of research used to describe the following situations.

/sed of +uestionnaires to solve the +uestions that are outlined in chapter 2.

It is also "nown as statistical research, describes data and characteristics

about the population or phenomenon being studied. 6escriptive research

answers the +uestions who, what, where, when and how. Thus, on the basis

of the above, the two research designs were appropriate for the present


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study as it was important to gauge the various pro*ect speci)c ris"s that

impact the software pro*ects and also understand the dynamics of

organizationMs climate on these software pro*ects. The focus of +ualitative

research is not only to describe but also to analyze the study.

Responden! of !"e s!#dy

The respondents of this study are the mar"eting manager and

some employee in the mar"eting department 6$ 'ervice Corporation.They are the ones who are the "nowledgeable enough to answer the

problems posed in the present study.

(ampling proced#re

The group used 'imple %andom 'ampling. In this samplingtechni+ue, the group got random samples in a population which was

composed of several 6$ 'ervice Corporation employee that is D?

persons regardless of their genders.

Ins!r#men! and !ec"ni#es Used

2. 7uestionnaire- this is a list of planned, written +uestions, relatedto a particular topic with space provided for indicating responseto each +uestion intended for submission to a number of peoplefor a reply.

;. Interview- this is a purposeful face-to-face relationship betweenperson, one called the interviewer who as"s +uestions to gather


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information and the other one called the interviewee or therespondent who supplies the information as"ed for.

:. 6ocumentary 9nalysis- is a form of +ualitative research in which

documents are interpreted by the researcher to give voiceand meaningaround an assessment topic. 9nalyzing documentsincorporates coding content into themes similar to how focusgroup or interview transcripts are analyzed.


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n number of responses

e R margin of error

2. ercentage to determine the magnitude of the responses tothe +uestionnaire.

nW R -------- x 2?? A n number of responses total number of respondents

;. #eighted =ean

f2x2X f;x; X f:x:X fx>xR ---------------------------------------------A xt

where8 f weight given to each responsex number of responses

xt total number of responses

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Counterproductive Behavior Thesis