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Workplace deviance, in group psychology, may be described as the deliberate (or intentional) desire to cause harm to an organization – more specifically, a workplace. The concept has become an instrumental component in the field of organizational communication .
Workplace aggression is a specific type of aggression which occurs in the workplace. [1] [2] Workplace aggression is any type of hostile behavior that occurs in the workplace. [3] [1] [4] It can range from verbal insults and threats to physical violence, and it can occur between coworkers, supervisors, and subordinates.
Counterproductive work behavior is the act that employees have against the organizations that do harm or violate the work production. Some examples of Counterproductive work behavior would include passive actions such as not working to meet date line or faking incompetence. [2] Even people do not recognize this behavior, it seems normal to them ...
For example, if an employee reported safety violations at work, was injured, attempted to join a union, or reported regulatory violations by management, and management's response was to harass and pressure the employee to quit. Employers have tried to force employees to quit by imposing unwarranted discipline, reducing hours, cutting wages, or ...
Workplace harassment is belittling or threatening behavior directed at an individual worker or a group of workers. [1] Workplace harassment has gained interest among practitioners and researchers as it is becoming one of the most sensitive areas of effective workplace management.
Sexual harassment in the workplace in US labor law has been considered a form of discrimination on the basis of sex in the United States since the mid-1970s. [1] [2] There are two forms of sexual harassment recognized by United States law: quid pro quo sexual harassment (requiring an employee to tolerate sexual harassment to keep their job, receive a tangible benefit, or avoid punishment) and ...
Examples of this citizenship responsibility dimension include attending non-required meetings, sharing opinions and new ideas with others in the organization, and a willingness to deliver bad news or support and unpopular view to combat groupthink (Graham, 1991). This citizenship responsibility dimension closely resembles the civic virtue ...
Managers that want to encourage a respectful workplace must model the appropriate example. They should talk about what behaviours are encouraged. The managers must be willing to talk about problem behaviours. There should be safe ways to report problems, which could be anonymous, or independent people such as an ombudsman. [3]