Organizational Behavior: Achievement Motivation Inventory, Administrative Behavior, Affective Events Theory, Agile Leadership, Behavioral Syste

Please note that the content of this book primarily consists of articles available from Wikipedia or other free sources online. Pages: 96. Chapters: Achievement Motivation Inventory, Administrative Behavior, Affective events theory, Agile leadership, Behavioral systems analysis, Boreout, Buying center, Civic virtue (organizational citizenship behavior dimension), Collaboration, Counterproductive norms, Counterproductive work behavior, Cultural intelligence, Digital Taylorism, Employee engagement, Fiedler contingency model, Group behaviour, History of contingency theories of leadership, Informal organization, Interactional justice, Job satisfaction, Managerial grid model, Maslow's hierarchy of needs, Nut Island effect, Organisation climate, Organizational behavior and human resources, Organizational behavior management, Organizational commitment, Organizational identification, Organizational justice, Organizational retaliatory behavior, Organizational storytelling, Personality job fit theory, Positive organizational behavior, Satisficing, Scientific management, Self-policing, Span of control, Team performance management, Theory X and Theory Y, Workplace bullying, Workplace democracy, Workplace politics. Excerpt: Counterproductive work behavior (CWB) is employee behavior that goes against the goals of an organization. These behaviors can be intentional or unintentional and result from a wide range of underlying causes and motivations. It has been proposed that a person-by-environment interaction can be utilized to explain a variety of counterproductive behaviors. For instance, an employee who steals from the company may do so because of lax supervision (environment) and underlying psychopathology (person) that work in concert to result in the counterproductive behavior. Counterproductive work behavior is a topic of research in industrial and organizational psychology. The variety of acts that are considered CWBs has led to attempts by researchers to create a coherent typology of CWBs. One four-class typology of CWBs divided the CWBs into the following categories: Another typology proposed the following five factors: One of the larger typologies included a total of eleven categories of CWBs: Over time, research has pointed to simpler dimensional views of CWBs. While a two-dimensional model of CWBs has gained considerable acceptance, additional dimensions have been proposed for research purposes, including a legal v. illegal dimension, a hostile v. instrumental aggression dimension, and a task-related v. a non-task-related dimension. It is suggested that exploration of these new dimensions will shed new light on CWBs. For example, CWBs that violate criminal law may have different antecedents than milder forms of CWBs. Similarly, instrumental aggression (i.e., aggression with a deliberate goal in mind) may have different antecedents than those CWBs caused by trait anger. Future research will need to determine whether these suggestions have merit. The forms of counterproductive work behavior with the most empirical examination are ineffective job performance, absenteeism, job turnover, theft, and accidents. Less common but potentially more detrimental forms of counterproductive