Counterproductive behavior measure to increase employee productivity

Abstract

In recent years, there has been an increase in interest in researching workplace behaviors that cause harm to employees or the organization, especially, because of the harmful consequences and associated costs. Consequences include economic ones, for example, loss of productivity due to late work, theft or sabotage, and psychological ones such as withdrawal or low job satisfaction - for those who are targets of interpersonal counterproductive behaviors; the high degree of stress and insecurity – for those who perceive such behaviors. Consequences are important arguments for the need to identify predictors of counterproductive behaviors, both interpersonal and organizational. Such information will help organizational actors to find ways to prevent these acts during the selection process, focusing on those predictors of personality that determine counterproductive behavior or at the level of the organization, taking into account situational factors that may trigger or encourage such behaviors. In the intrapersonal stage, the degree of responsibility of the individual who records the observation is of great importance. This determines how the deviance is perceived (whether the ,,guilty” is guilty or not), the causes that the individual attributes to the perceived behavior (whether it is moral or immoral) and the actions he will take in connection with it (whether or not he discloses the information). At the interpersonal level, the observer faces social influences from the “guilty” (presenting attenuated circumstances, using excuses or justifications, emphasizing the isolated character and even intimidation) issues that make it difficult to report. CZU: 005.32:331.101.3. JEL: M10. DOI: https://doi.org/10.53486/icspm2023.25