Staff on the Naughty Step: Dealing with counterproductive workplace behaviour

Sandra HenrySchool Manager, School of Languages and Cultures,

University of Sheffieldand Network Coordinator

AUA Departmental Administrators Network

AUA Branch Meeting, University of KentThursday 10 July 2014

Tracy & Olivia• https://www.youtube.com/watch?v=TuJxsLE7

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Definitions and terminology

Workplace ASB

•"..any behaviour that brings harm, or is intended to bring harm to an organisation, its employees, or its stakeholders"

•E.g.: confidentiality violations, fraud, aggression, discrimination, theft, violence, sabotage, lying, harassment, revenge and whistleblowing

Workplace Incivility

• low intensity deviant behaviours that are rude and discourteous, with ambiguous intent to harm the target

•E.g.: interactions which are demeaning, abusive, derogatory, or threatening, social isolation, rudeness

CWB

•"An emotion-based response to stressful organizational conditions."

•"A cognition-based response to experienced injustice."

•E.g.: Overt acts: aggression, conflict, sabotage and theft. Passive acts: doing work incorrectly, and failing to follow instructions.

Dysfunctional Behaviour

• acts that have negative consequences for individuals/a group of individuals (a team) and/or the organization itself.

•E.g.: violent aggression, physical and verbal assault. Nonviolent: theft, revenge, absence, drug/alcohol use.

Organizational Misbehaviour

• "..anything you do at work you are not supposed to do.” working against core organizational and/or societal norms)

•E.g.: sabotage, failing to work hard/consistently, practical joking, pilferage,, sexual misconduct

Organizational Deviance

• "behaviour which violates significant organizational norms and in doing so threatens the well-being of the organization, its members, or both."

•E.g.: spreading rumours and embarrassing co-workers, theft, sabotage, bullying, sexual harassment

What CWB is not:• Labelling people.

• Genuine sickness absences.

• Genuine medical conditions, for which a diagnosis exists.

• Genuine differences of opinion or disagreements expressed in a respectful way.

• Authorised absences/lateness.

Harm aimed at an organizationComing to work late without permission Facebook

Sabotage Timewasting

Leaving early without permission

Trying to look busy while doing nothingBeing rude to

customersFailing to report a problem so that it gets worse

Absenteeism

Presenteeism

Taking long breaks

Harm aimed at an individualDerogatory or nasty comments

Negativity Hostility

Facebook

Silent protests

Not returning a phone call to someone you should

Outbursts (crying/anger) Skiving

Ignoring someone at work

Playing games

Misuse of humour

Criticism/undermining othersMaking someone look bad

Dirty looks

Verbally abusing a colleague

Bullying

Being ignored Withholding informationUnrealistic targetsBelittling remarksIntimidationCriticismsExcessive work monitoringFeeling being cut offBeing shouted atAfraid to take sick leaveVerbal & physical threats

Bullying characteristics

StressAngerConfusionPowerlessnessDepressionFeeling underminedSadnessFeeling isolatedHumiliationFearful

Bullying emotions

Ayoko, Callan and Hartel 2003

Performance problems

Time wasting

Withholding effort

Withholding efficiency

Slow working

Not following procedures

Ignorance about rules

Shirking

Job neglect

Noncompliance

Costliness of CWB (1)

Staffing problems:• Retention issues• Wellbeing• Morale• Disruption to teams• Problematic working relationships• Commitment• Staff turnover• Sickness absence• Recruitment costs

Costliness of CWB (2)

Mental health related difficulties

• Stress• Anxiety• Workplace

depression• Nervous

conditions• Emotional distress• Panic attacks

organizational & interpersonal

Production Deviance

Leaving earlyTaking excessive

breaksIntentionally working slow

Wasting resources

Property DevianceSabotaging equipment

Accepting kickbacksLying about hours

workedStealing from

company

Political DevianceShowing favouritismGossiping about co-

workersBlaming co-workers

Competing non-beneficially

Personal AggressionSexual harassment

Verbal abuseStealing from co-

workersEndangering co-

workers

Organisational

SeriousMinor

Interpersonal

ExerciseA member of your team is unhappy with her performance review. She believes the feedback and rating you gave her are not fair or accurate, and she responds by badmouthing you, to the rest of the team, and her comments get back to you.

Is this a problem?

How would you handle it?

Key features of CWB

CWB

Cognitive processin

g

Individual

differences

Situational factors

Some reasons for CWB• Boredom• Role conflict and/or role ambiguity• Unhappiness with grade/job• Job stress related to role conflict and ambiguity, and workload• Negative feedback from the manager• Feeling betrayed or let down by a manager or senior staff• Perceived injustice• Unrest/uncertainty (change)• Restructures or office reorganization• Frustration

The role of frustration (Spector 1997)

Environmental Frustrator

Cognitive Appraisal

Experienced Frustration

Behavioural Reaction

Passive leadershipDefinition:“Managers who display a passive leadership style model an apathetic, indifferent mode of behaviour consistent with the “whatever” mentality that allows incivility to flourish.”

Harold and Brian (2014)

Passive leadership• What is it? • a reticence to act or failure to provide

leadership

• a lax, informal work environment

• a pattern of inaction

• neglecting workplace problems

• less likely to define and clarify behavioural expectations

• generally don’t take proactive steps to model and reward appropriate conduct

Harold and Brian (2014)

Examples of Workplace incivility:

• negative eye contact• giving someone the silent treatment• asking for input and then ignoring it• "forgetting" to share credit for

collaborative work, or not giving credit where its due

• waiting impatiently over someone's desk to gain their attention

• side conversations during a formal meeting or presentation

• public reprimands

Personality…. Psychopaths, Narcissists, Machiavellian’s

PSYCHOPATHYSuperficial charmLack of Remorse

IrresponsibleEgocentricAntisocial

MACHIAVELLIANISM

“views and manipulates others

for his/her own purpose”

NARCISSISMFantasies of power

Need for admiration

Sense of entitlement

Lack of empathyExploitation

People Management 2010

Personality traits

Charisma (good with people)Self-confidenceAbility to influencePersuasiveRisk takerVisionary thinkerAction oriented

Superficial charmGrandiosity/pomposityManipulativeExploitativeImpulsiveFantasies of powerPoor at planning

Desirable

traits

Undesirable traits

People Management 2010

CWB involving Facebook

• Virgin Atlantic • New Park Nursing Home• Royal Bank of Scotland• Argos• Royal Scots Guard

'Her and William drove past me on Friday and all I got was a s****y wave while she looked the opposite way from me, stupid, stuck-up cow. Am I not good enough for them! Posh b****. Who really gives a f*** about her?'

The goal is to develop the skill of stepping outside the situation to ask “what’s happening, why is it happening”, and then using this understanding to take positive action.

What can managers do?

CWB caused by the manager?

• Failing to understand their own managerial style, and the role this plays in the situation

• Excusing CWB because of “talent”• Failing to act• Failing to address problems as they arise• Showing favouritism• Being inconsistent• Setting a bad example• Job design and management procedures

Nick and Carol• http://www.youtube.com/watch?v=KpS8P4Tr

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Managerial action (1) (corrective &/or preventative)

• Understand your own managerial, professional and behavioural style.

• Adopt vigilant selection and management procedures.

• Facilitate good communication.

• Consider the role that structure, job design and processes play in creating CWB or other deviant behaviour.

• Look how work is allocated.

Managerial action (2) (corrective &/or preventative)

• Implement effective supervision/line management

• Adopt a zero tolerance approach…how?• Get help (HR, Line manager, peers)• Develop your ability to deal with difficult

situations (training, skill building)• Tackle bad behaviour

Sandra Henrys.henry@sheffield.ac.uk

0114 2228454