- 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 5: Withholding Effort at Work: Understanding and Preventing Shirking, Job Neglect, Social Loafing, and Free Riding
Withholding Effort at Work: Understanding and Preventing Shirking, Job Neglect, Social Loafing, and Free Riding
Throughout modern times, business cycles have contributed to organizational conditions with well-understood implications for the employee-employer relationship. During “boom” periods, qualified employees are scarce and expensive. During these periods, employers express concern about maintaining competitive pay and benefits practices, protecting their “investment” in human resources, creating and maintaining an attractive work environment, and minimizing turnover. During “bust” periods, qualified labor becomes much more easily found, and employers focus on minimizing the cost of human resource “overhead,” downsizing, maximizing operational efficiency, and optimizing the performance of remaining employees. Although macroeconomic conditions are arguably the key driver ...