Property Deviance and Counter Productive Work Order Instructions: I’ve attached a word sheet with the instructions.
Property Deviance and Counter Productive Work Sample Answer
QUESTION 2
- Property deviance and counter-productive work behaviors
Property deviance at the place of work is a common thing in many organizations all over the world and it involves direct stealing or outright misuse of an organization’s property for the personal benefit of the culprit. For instance, if Joe’s case is considered, it is evidently clear that the work supplies he was caught stealing were only meant for his own personal use hence depriving the company of its resources. In most cases, employees who are directly culpable of property deviance are not only involved in stealing but also in other counter-productive behaviors at their workplaces, which synergizes the overall effect of company sabotage (Pulich & Tourigny, 2004). There are numerous counter-productive behaviors commonly observed in places of work and a particular employee may not be involved in all of them but a number of them. In the context of Joe’s case, it is clear that he does not really prioritize the productivity of his company and that may be the reason he can go to an extent of directly stealing work supplies. One of the other counter-productive behaviors Joe may be most likely engaged in is portrayal of outright aggressive behavior against his colleagues in form of showing open hostility or intimidation especially to co-workers who may be suspicious of the property deviance he is engaged in at workplace (Pulich & Tourigny, 2004). This may be a common especially when the work environment is diverse thereby leading to counter-productivity. Other counter-productive behaviors may include wasting time by spending more time doing the thing which are unnecessary for the overall productivity of the company e.g. taking extended breaks during coffee or lunch hours in addition to taking too long to accomplish an assigned task (Chiu & Peng, 2008).
- Tactics to stop Joe from stealing again
Since the company does not consider firing Joe yet, it is imperative to ensure that he is discouraged from attempting to steal again from the company and there are various tactics that can be used by Joe’s supervisor to achieve this. First, Joe’s duties need to be segregated from those that are directly associated with procurement and storage of work supplies. By doing so, the supervisor will ensure that Joe does not get access to where work supplies are kept (Pulich & Tourigny, 2004). Second, the supervisor should make sure that Joe accounts for any supplies allocated to him if his job directly involves utilization of the supplies. Third, the supervisor should make sure that a code of ethics and conduct is established for Joe in order to clearly outline the things he should never engage in at his workplace failure to which appropriate disciplinary measures will be meted on him (Mitchell & Ambrose, 2007). Finally, the supervisor should ensure that he establish good work relationship with Joe and try to counsel him on why the behaviors he is engaging in are counter-productive to the company, and if he continues the company will no longer be able to have him around (Schultz & Schultz, 2010).
- C) Appropriate Leadership style(s) to use with Joe
Considering that Joe’s behavior needs to reform, there are several leadership styles (s) that the supervisor can adopt while dealing with him. First, transformational leadership is the most appropriate because it would inspire Joe to change by stressing on the fact that, the best is expected from him and he should be accountable for his actions (Pulich & Tourigny, 2004). This is highly helpful because it would help the supervisor to communicate well to Joe so that he can change and also help them achieve their set goals. Second, servant leadership would also be imperative because it would help the supervisor to ensure that Joe’s need to change is met by working closely with him regardless of him being his senior (Mitchell & Ambrose, 2007). Third, transactional leadership would also be appropriate because it would help the supervisor make Joe understand that he must avoid repeating his work supplies’ stealing behaviors and strive for the overall good of the company and that is why is paid by the company (Martindale, 2011).
QUESTION 3
- Personality characteristics to look for in hiring employees
Creative jobs are undoubtedly demanding especially when they have to be performed in startup businesses. Hence, when hiring the entrepreneur should be very careful to ensure that the recruited candidate has the desired personal characteristics to effectively carry out his/her duties. Considering that the creative jobs will involve design work, one of the most important personality characteristics for employees is to be observative (Robbins & Judge, 2007). This is because the surrounding are creative oyster for an individual and by critical observation the employees will be able to get new as well as innovative ideas and also see possibilities (Luthans & Doh, 2015). The hired employees should also be able to turn obstacles into opportunities since creative jobs often involve beginning tasks from a scratch. They should also be resilience because in accomplishing creative jobs, one has failed and failed again without fearing to dare for another attempt. Also when hiring the best candidate should be curious to inquire and ask big questions in order to be succinctly conversant with their assignments (Luthans & Doh, 2015). Finally, risk taking is undoubtedly one of useful personality characteristics for employees undertaking creative jobs, and the employer must look at it because the higher the risk their employees will be able to take, then the higher the returns in case their ideas or projects succeed (Robbins & Judge, 2007).
- Appropriate organizational structure design for the business
Organizational structure is an important aspect for any company whether a start-up or an established business (Lim et al., 2010). This is mainly because it is attributable to the definition of company activities such as task allocation, supervision, and coordination in order to achieve organizational goals. Since the business is a start-up a less bureaucratic organizational would be highly appropriate (Luthans & Doh, 2015). Thus, “circle: moving back to flat” organizational structure would be the best option because it is highly applicable to entrepreneurial start-ups, especially those operating in the field of technology (Lim et al., 2010). Also this organizational structure is highly preferred for companies with highly skilled professionals like website designers or software developers. Hence, since the start-up business will involve creative jobs such as designing, there is no other organizational structure which could befit it that this (Lim et al., 2010).
- Appropriate organizational culture for the business
It is without doubt that organizational culture is one of the important determinants of business success because it encompasses behaviors and values attributable to an organization’s unique psychological and social environment (Luthans & Doh, 2015). Thus, it represents the collective principles, beliefs and values of organizational members and it is determined by factors such as technology, market, product, type of employees, strategy as well as management style (Ravasi & Schultz, 2006). Since the business would involve highly engaging creative jobs such as designing, organizational constructive culture would be the most appropriate to adopt because it encourages people frequently communicate with their co-workers and strive to carry out assignments as teams, rather than individually. This is very applicable to this business because apart from being a start-up, it is also involving complex jobs including creatively or innovatively designing new products (Ravasi & Schultz, 2006). In addition, constructive organizational culture is characterized by achievement, self-actualization, humanistic encouragement as well as an affiliation. All these aspects of constructive organizational culture are centered at the employees rather than the business because it is entrenched in believing that, when employees are motivated to effectively accomplish their duties, the businesses will the ultimate beneficiary (Luthans & Doh, 2015). As a result, in organizations where constructive cultures are embraced there is the encouragement of employees working to their full potential leading to high motivation levels, service quality, teamwork, satisfaction as well as sales growth (Ravasi & Schultz, 2006).
Property Deviance and Counter Productive Work References
Chiu, S. & Peng, J. (2008). The relationship between psychological contract breach and employee deviance: The moderating role of hostile attributional style. Journal of Vocational Behavior, 73(4), 426-433.
Lim, M., Griffiths, G., & Sambrook, S. (2010). Organizational structure for the twenty-first century. Presented at the annual meeting of The Institute for Operations Research and The Management Sciences, Austin.
Luthans, F. & Doh, J. P. (2015). International Management, Culture, Strategy and Behavior, (9th ed.). New York, NY: McGraw-Hill.
Martindale, N. (2011). Leadership Styles: How to handle the different personas. Strategic Communication Management, 15(8), 32–35.
Mitchell, M. & Ambrose, M. L. (2007). Abusive Supervision and Workplace Deviance and the Moderating Effects of Negative Reciprocity Beliefs. Journal of Applied Psychology, 92(4), 1159-1168.
Pulich, M. & Tourigny, L. (2004). Workplace deviance: Strategies for Modifying Employee Behavior. The Health Care Manager, 23(4), 290-301.
Ravasi, D. & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433–458.
Robbins, S. F. & Judge, T. A. (2007). Organizational Behavior, (12th ed.). New York, NY: Pearson Education Inc.
Schultz, D. P. & Schultz, S. E. (2010). Psychology and work today: an introduction to industrial and organizational psychology, (10th ed.). Upper Saddle River, N.J.: Prentice Hall.
