- Subject index
The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Focusing on the successful management of deviant behavior in the workplace and the role of the organization in creating conditions for this behavior is a crucial topic of study for those interested in Organizational Behavior and Human Resource Management. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way.
Chapter 1: The Prevalence (and Ambiguity) of Deviant Behavior at Work: An Overview
The Prevalence (and Ambiguity) of Deviant Behavior at Work: An Overview
Jake LaFrentz, human resources (HR) manager at Fistra, a company of approximately 100 employees, sought to increase the level of employee involvement in the organization. To do so, LaFrentz and Fistra's president, Barbara Maggio, began a series of town hall meetings with the employees to answer their questions and concerns about company operations. The employees were told to come to the meetings with questions and to say what was on their minds.
Just 15 minutes into the very first meeting, an employee named Joe stood up and started berating the president and complaining that an employee had received a big raise not ...