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The first is strengthening the employee's commitment by reacting strongly to abusive supervision so that the employee knows that the behavior is not accepted. Holding the employee at high esteem by reminding them of their importance, or setting up programs that communicate concern for the employee may also strengthen employee commitment.
Education- educating employees on current policies and procures as well as on possible warning signs of workplace violence. Performance / conduct indicators- ways to be aware of changes in employee behavior, such as absenteeism or change in performance. Employee support services- services available for employees to express concerns
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [ 1 ] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
OBM is a subdiscipline of ABA, thus its emergence stems from the foundations of behavior analysis developed by B.F. Skinner.Skinner's book Science and Human Behavior, published in 1953, served as the foundation for OBM by highlighting the use of money to increase desired behaviors, wage schedules, and higher levels of praise for desired behaviors as opposed to undesired behaviors. [2]
The aggressor must believe that their behavior is harmful to their target, and that the target is motivated to avoid this behavior. [15] International Labour Organization definition of workplace violence as "any action, incident or behaviour that departures from reasonable conduct in which a person is threatened, harmed, injured in the course ...
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