Question

The global search for talent has led many organisations to embrace diversity in the workplace. The BUS103 Organisation Behaviour (OB) course is teaching you to resist the inclination to rely on generalisations. However, managers sometimes forget that they need to recognise individual differences in their employees in order to capitalise on their unique strengths. It is pivotal that managers develop a greater awareness of these individual characteristics and manage their diverse workforce effectively to yield positive organisational outcomes.

(a) Identify and briefly describe the four employee responses to job dissatisfaction with illustrative examples. Recall the concept ‘counterproductive work behaviour’ (CWB) and its effects on organisational outcomes. Suggest any two ways managers can mitigate CWB. (Minimum word limit: 400 words, Maximum words limit: 600 words)

Answer 1

The four employee responses to job dissatisfaction are Exit, Voice, Loyalty, and Neglect

Exit - This response or behavior towards leaving or exiting the company and looking for a new job. There can be a single termination or mass turnover. For example, when a person is getting a better salary or job opportunity elsewhere, he is more likely to exit. Or if the manager has been exploiting the workforce, or working conditions have caused harm, then chances of exit are more

Voice - Here, people try to improve their job conditions. Thus, taking an active step to positively affect the condition. Unions can come into play here and discussion with managers or employers is done. For example, one person is injured during working, other people can voice their opinion to have better instruments and conditions for working. Also, in case of overtime pays or incentives, employees can voice opinions their opinion. They may not leave as other factors are favorable to them.

Loyalty - Here, a person is passively involved with his company. A person expects the company to improve the conditions on its own and doing the right thing. In such cases, a person may not criticize the company but does not feel motivated either. For example, when a company is not changing the equipment or bring the latest machinery for work. Now, although, there were no injuries caused due to old machines but it takes more effort to make it work. Here, a person may be demotivated to work, wants the company to improve the conditions, and is fine with other factors in the company.

Neglect - People highly dissatisfied with their job are likely to neglect their daily work and may result in absenteeism, coming late, long breaks, more errors, etc. For example, if the employees are given monotonous work for a long time, they may start to neglect it, or if there is no motivation like promotion given to a person for years, he may not find any hope and neglect the work.

2. Counterproductive Work behavior CWB is the behavior of employees that is against the interests of the company. It can also harm clients, customers, other stakeholders, etc. Certain attitudes may hype this condition. For example, for a short-tempered person, a mistake from his junior can make him stressed and angry with his employee.

Or a kleptomaniac may steal the belongings of others or the company.

It may also happen that someone in depression may be negligent in handling the task and can ruin the relationship with the client.

The two ways can be
a) During the time of the interview, it's essential to test a person on varied attitudes. For example, is the person short-tempered, or likes to work in a team or not, etc. This type of interview or psychometric test can help managers select the right candidates.

b) Managers must put down clear instructions, regarding what is expected from the employees. With clear instructions, the chance of deviant behavior reduces. Additionally, the manager must be aware of people's attitudes and provide them counseling help if needed. Here, interaction with employees is essential to understand their motives and attitude