Tag Archives: Counterproductive work behaviors

Illegitimate Tasks – You Want Me to do What!?

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Topic: Counterproductive Work Behavior
Publication: Applied Psychology: An International Review (JAN 2010)
Article: Illegitimate tasks and counterproductive work behavior
Authors: N.K. Semmer, F. Tschan, L.L. Meier, S. Facchin, & N. Jacobshagen
Reviewed By: Benjamin Granger

The research on counterproductive work behavior (CWB) suggests that it often represents a form of retaliation in response to unfairness. In other words, when employees perceive unfairness in the workplace, they get even by engaging in behaviors that damage the organization or its employees.

Extending this line of research, Semmer and colleagues (2010) uncovered an interesting predictor to CWB: illegitimate tasks. Illegitimate tasks are tasks that are assigned to employees that undermine their professional identities. That is, employees have jobs and professions that involve a set of “normal” or “typical” tasks. This also implies that some tasks and/or duties should not be expected of certain employees (e.g., assigning a medical doctor to repair an air conditioner).  According to Semmer et al., the assignment of illegitimate tasks (either unreasonable or unnecessary tasks), can undermine employees’ professional (and perhaps social) identities and possibly lead to CWB. As expected, Semmer et al. found that when employees perceive that they are  assigned illegitimate tasks at work they are more likely to engage in CWBs targeted toward organizational members or the organization itself.

Clearly, managers should be careful when delegating tasks to certain employees. If employees view these work assignments as unreasonable or unnecessary given their profession, then they will be more likely to engage in CWBs.

Finally, since many supervisors are focused on the big picture (i.e., the overall goals of the organizational unit) they may simply be unaware that this phenomenon takes place. Clearly then, it is important to communicate to managers that employees do appraise tasks as being  legitimate/illegitimate which can potentially lead to counter productive behaviors. Nevertheless, some tasks MUST be completed. Semmer et al. suggest that if supervisors demonstrate their willingness to complete such tasks, then their employees may be less likely to view them as illegitimate.

Semmer, N.K., Tschan, F., Meier, L.L, Facchin, S, & Jacobshagen, N. (2010). Illegitimate tasks and counterproductive work behavior. Applied Psychology: An International Review, 59(1), 70-96.
 

The Golden Rule: Be Sweet and No One Gets Hurt

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Topic: Counterproductive Work Behavior
Publication: Personnel Psychology (SUMMER 2009)
Article: The Relations of Daily Counterproductive Workplace Behavior with Emotions, Situational Antecedents, and Personality Moderators: A Diary Study in Hong Kong
Authors: J. Yang, J.M. Diefendorff
Reviewed By: Katie Bachman

When workers are unhappy with their treatment at work, they tend to lash out. Surprising, I know. In my latest foray into the world of Counterproductive Work Behavior (CWB) research, I encountered an article looking at interpersonal justice and its relation to all things CWB. In this case, the researchers found that when employees feel mistreated by their supervisors, they are likely to engage in interpersonal CWBs (e.g. being mean to coworkers). Think of this as a kick-the-dog phenomenon. On the other hand, when employees feel that their job roles are ambiguous or they feel mistreated by customers, they are more likely to engage in organizational CWBs (e.g. taking extra-long breaks). This is more of a d*nm-the-man approach.

These reactions are partially or fully due to negative feelings that those people or experiences invoke. A personal tendency toward negative emotions (i.e. high negative affect) exacerbates the relationship; however, high levels of conscientiousness and agreeableness mitigate the connection. So, you know, hire a happy and smart worker with an attitudinal bent toward enthusiasm and you’ve got yourself a winner.

As with any research that studies Counterproductive Work Behaviors with a self-report survey measure, these results should be taken with at least one full tablespoon of salt. The thing is, of the 23 counterproductive work behaviors (13 organizational CWBs and 10 interpersonal CWBs) that employees could report each day, the average worker only reported engaging in an average of .55 organizational CWBs and .36 interpersonal CWBs each day. That’s awfully low, but not unexpected. From a more practical standpoint, knowing that the connection exists when the reported outcomes are so low means that this is really something that merits attention. Make sure that your workers feel that they are being treated justly—it could be a little thing that pays off big.

Yang, J., & Diefendorff, J. M. (2009). The relations of daily counterproductive  workplace behavior with emotions, situational antecedents, and personality moderators: A diary study in Hong Kong. Personnel Psychology, 62, 259-295.