Which of the following is defined as voluntary employee behaviors that have the potential to indirectly or directly harm the organization?

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journal article

The Academy of Management Journal

Vol. 52, No. 5 (Oct., 2009)

, pp. 1051-1066 (16 pages)

Published By: Academy of Management

https://www.jstor.org/stable/40390331

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Abstract

The present research examines the within-person structure of job performance, with an emphasis on the relationship between organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). We demonstrate, via two experiencesampling studies, that OCB and CWB are affect-driven phenomena that exhibit considerable within-person variation. Furthermore, as predicted, the within-person affective forces on OCB were independent of those on CWB— and the two phenomena were themselves independent. When directed at an organization (rather than a supervisor or coworkers), both were, however, related (within-person) to each other and to overall job performance. We discuss implications for the within-person performance structure.

Journal Information

The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000.

Publisher Information

The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.

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The study of what people do, think, feel and act around organizations

A group of people working interdependently toward some purpose.

Organizational effectiveness

A broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high-performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders.

Perspective that organizations take their sustenance from the environment and, in turn, affect that environment through their output.

Organizational Efficiency

The ratio of inputs to outcomes in the organization's transformation process.
Ex, companies that produce more goods with less labor are more efficient

Perspective that organizational effectiveness depends on the organizations capacity to acquire, share, use, and store valuable knowledge.
Ex. Google (Googleplex)

Company's stock of knowledge, including human capital, structural capital and relationship capital.
Creates a huge risk for companies where knowledge is the main competitive advantage.

High Performance Work Practices (HPWP)

Perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital.
Based on 3 propositions:
1. Employees are an important source of competitive advantage
2. The value of human capital can be increased through the presence of specific organizational practices.
3. Most HPWP experts state that these organizational practices are bundled together to maximize their potential

The most widely mentioned HPWP are employee involvement and job autonomy, which typically come together in the form of self-directed teams.
Employee competence is another key variable. Organizations are more valuable when they invest in employee skills and knowledge development.
Performance and skill development is also linked to various forms of financial and non financial rewards valued by employees.

Individuals, organizations, or other entities who effect, or are affected by, the organization's objectives and actions.
Companies must take into account how their actions affect others, which requires them to understand, manage, and satisfy the interests of their stakeholders.
You want to favor the stakeholders with the most power because they hold the greatest threat and opportunity for the company's survival.

Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.
Stakeholder perspective- leaders need to rely on their personal and organizational goals for guidance.

Moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

Corporate Social Responsibility (CSR)

Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations..
Many firms have adopted the bottom line philosophy, which means that they try to support or gain positive returns in the economic, social, and environmental spheres of sustainability.  They strive to be profitable in the marketplace, but they also maintain/improve conditions both the society and physical environment.

Goal-directed behaviors under the individuals control that support organizational objectives.

Organizational Citizenship Behaviors (OCB)

Various forms of cooperation and helpfulness to others that support the organization's social and psychological context.
They can take many forms

Counterproductive Work Behaviors (CWB)

Voluntary behaviors that have the potential to directly or indirectly harm the organization.
5 categories: abuse of others, threats, work avoidance, work sabotage, and overt acts.

Persons evaluation of his or her job and work context.

Economic, social, and cultural connectivity with people in other parts of the world.

The observable demographic or physiological characteristics of employees, including personalities, beliefs, values, and attitudes.

Differences in the physiological characteristics of employees, including personalities, beliefs, values, and attitudes.
-Baby boomers: People born between '46-'64
-Generation X employees: expect less job security and are motivated more by workplace flexibility, the opportunity to learn, and work in a "fun" organization.
-Generation Y employees: Noticeably self-confident, optimistic, multitasking, and more independent that even Gen-X coworkers

The degree to which a person minimizes conflict between work and nonwork demands

Employees use technology to perform their jobs away from the physical workplace.

The forces within a person that affect his/her direction intensity, and persistence of voluntary behavior.
Includes direction, intensity, and persistence

The natural aptitudes and learned capabilities required to successfully complete a task.
Aptitudes:  The natural talents that help employees learn specific tasks more quickly and perform them better.
Learned capabilities: The skills and knowledge that you have actually acquired.

Skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance.
You want to match the persons competencies with what the job requires.  This could be done by either comparing applicants with the job position, or training so employees develop the skills and knowledge needed.

Employees have role perceptions in three ways:
1. Understand specific tasks assigned to them
2. Understand the priority of their various tasks and performance expectations.
3. Understanding the preferred behaviors to accomplish the assigned tasks.

Voluntary workplace behaviors

Motivation,
Ability,
Role perceptions

The relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics.
People have inherent traits that can be identified by the consistency or stability of their behavior across time and situations.

Are voluntary behaviors that have the potential to directly or indirectly harm the organization or its stakeholders?

What are the 4 types of behavior in organizational behavior?

Which type of employee behaviors have the potential to indirectly or directly harm the organization quizlet?

What term describes voluntary employee behaviors that can harm organization?