Dissatisfied employees

often act out.

0rganizational <itizenship behaviors (0(Bs) Behaviors that are not

paft of an employee’s lob but

which make the organization a

better place to work (e9.,

helping others, staying lae).

include gossip, playing negative politics, harassment, incivility, workplace violenc.

harassmJnt, and-bullying. Behaviors aimed at the organization include theft and sabc-

tage. Though such behaviors are not limited to unhappy employees, they provide n’ar..

foi e-ploy:ees to “get back” at the organization or the coworkers they believe ar’ responsible for their lack of happiness.

For example, Cropanzano and Greenberg (L997) found that employees who rve:.

unhappy with the way in which they were treated by their supervisors had a:. increased likelihood of stealing from their employers. The interesting finding of th.’

study was that the employees tended to take things that were of value to the organr-

zation but not to them. ihat is, they didn’t steal because they wanted an item, the” stole because they wanted to hurt the organization’

lack of 0rganizational Gtizenship Behaviors

Employees who engage in organizational citizenship Behaviors (ocBs) are motivate:

to help the organization and their coworkers by doing the “little things” that they are nc:

required to dJ. Examples of OCBs include staying late to get a project done, helping . co*o.L”, who is behind in her job, mentoring a new employee, volunteering for commi:-

tees, and flying in coach when the employee might be entitled to-first class’

Not surpiisingly, a meta-analysis has demonstrated that job satisfaction is relatec

to OCBs. That is, employees who are satisfied with their jobs and committed to the

organization u.” -o.” lik”ly to “go the extra mile” than are employees who are dissat- isfld wltn their jobs (LePine et a1.,2002). Also not surprisingly, meta-analysis resul[‘ show that there is a negative correlation between OCBs and employee counterproduc-

tive behavior (Dalal, 2006).

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feel management is mistreating them that their commitment decreases. And, say these critics, you can’t get that commit- ment back simply by “bribing” them with bonuses, incentives, or pay increases. The leaders of today, the critirs say, don’t want to give more freedom to employees to make decisions; they find it easier to fire employees for mistakes than offering them additional training to perform better, and leaders don’t want to take the time to learn better management techni- ques, because, to them, time away from work means money out of their own pockets.

Supporters of such incentives say that part of organiza- tional commitment is getting better performance out of employees, reducing absenteeism, and reducing turnover. They see nothing wrong in rewarding employees for doing a good job, being at work, and staying at work. Ultimately, these incentives meet the goal they are intended for. So, if such incentives work, why not use them? Proponents counter

the argument that management uses incentives instead of

finding better ways to treat employees by arguing that incer. tives are one way of treating employees better.

What Do You Think?

r Do you think that incentives are a form of bribery? lf so, do you think ifs unethical for companies to do this?

r What would keep you at a (ompany for a longer period? Would incentives such as an Attendance Reward Program u end-of-the-year bonuses make a difference in whether you

left a job?

Do you think that using such incentives is a way for leaders b ignore what they should be doing to make things better frr the employees?

What are some other ethical dilemmas that might occur by

offering incentives to increase commitment or job

satisfaction?

Chapter Summary

In this chapter you learned:

r Satisfied and committed employees are more likely to have better performance have lower turnover, miss fewer days of work, be more motivated, engage in o::.- nizational citizenship behaviors, and be less likely to engage in counterproducti’.. work behaviors.

I Employees are more likely to be satisfied with their jobs if there is a good fit between their needs and what the job and organization offers, if they are treatec fairly, if their coworkers are satisfied, and if the job is not stressful.

I Absenteeism is a problem both in the US and in other countries. I Absenteeism can be reduced using financial incentives and recognition prograr:-.

reducing job-related stress, having clear policies, disciplining employees who m… work, and using wellness programs to reduce illness.

r Employees are likely to leave an organization if they lack advancement opportu- nities, have needs or expectations that are not met, are not treated fairly, or wan: : escape from negative working conditions.

Questions for Review 1.

2. 3. 4. 5.

Are some employees “destined” to always be dissatisfied with their job? Why or why not? ‘What do most employees value and need in a job? Is it possible to treat all employees equitably? Why or why not? ‘What is the best way to improve employee attendance? Which measure of job satisfaction is best? Why?

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