BROKEN WINDOWS EFFECT IN ORGANIZATIONS: A FOCUS ON COUNTERPRODUCTIVE WORK BEHAVIORS THAT LEAD TO EMPLOYEE BURNOUT AND EMPLOYEE TURNOVER AND SOLUTIONS

Year 2022, Volume: 3 Issue: 1, 28 - 45, 14.06.2022

Can Biçer

Abstract

This study mainly focuses on the employee behaviors which are dealt with the counterproductive work behavior (CWB) that jeopardizes the legitimate interests of an organization by leading to two major negative outcomes in the end, such as higher levels of employee turnover and employee burnout. CWBs not only harm the individuals in organizations or customers but also lead to huge hidden costs for the organization such as affecting the organizational and individual performance in a negative way, hampering to reach organizational goals and the loss of organizational reputation. Hence, since CWBs cover harmful behaviors that violate the norms for appropriate behavior in organizations, if they are overlooked or the necessary precautions aren’t taken at the beginning, just like within the perspective of the broken windows theory, they become bigger and bigger problems that are hard to solve in organizations. To sum up, in this study, the CWBs that are the antecedents of employee burnout and employee turnover will be outlined and in the conclusion section, the solutions and the recommendations will be made in order to reduce the negative effects of CWBs in organizations.

Keywords

Counterproductive Work Behavior, Employee Turnover, Employee Burnout

BROKEN WINDOWS EFFECT IN ORGANIZATIONS: A FOCUS ON COUNTERPRODUCTIVE WORK BEHAVIORS THAT LEAD TO EMPLOYEE BURNOUT AND EMPLOYEE TURNOVER AND SOLUTIONS

Abstract

Bu çalışma üretkenlik karşıtı iş davranışına karşılık gelen ve nihayetinde bir örgütün meşru menfaatlerini tehlikeye atan iki önemli olumsuz çıktı olan yüksek düzeylerdeki işgören devri ve işgören tükenmişliğine yol açan işgören davranışlarına odaklanmaktadır. Üretkenlik karşıtı iş davranışları (ÜKİD) yalnızca örgütlerdeki bireylere veya müşterilere zararı dokunmaz, aynı zamanda örgütsel ve bireysel performansları olumsuz etkilemesinin yanı sıra örgütsel hedeflere ulaşmayı engelleme ve kurumsal itibar kaybolması gibi gizli yüklü miktarlarda zarara yol açar. Bu yüzden, ÜKİD örgütlerdeki uygun davranış normlarını çiğneyen zararlı davranışları kapsadığından, eğer dikkate alınmazlar ve ilk başlarda onlara karşı gerekli tedbirler alınmazsa, tıpkı kırık camlar teorisindeki gibi, üstesinden gelinmesi çok zor olan daha büyük sorunlar haline gelirler. Özetle, bu çalışmada işgören devri ve işgören tükenmişliğinin öncülleri olan ÜKİD irdelenecek ve sonuç bölümünde bu davranışların örgütlerdeki olumsuz etkilerinin azaltılmasıyla ilgili çözüm önerilerinde bulunulacaktır.

Keywords

Counterproductive Work Behavior, Employee Turnover, Employee Burnout

References

• Al Mamun, C. A., & Hasan, M. N. (2017). Factors affecting employee turnover and sound retention strategies in business organization: A conceptual view. Problems and Perspectives in Management, (15, Iss. 1), 63-71.
• Ambrose, M. L., Seabright, M. A., & Schminke, M. (2002). Sabotage in the workplace: The role of organizational injustice. Organizational behavior and human decision processes, 89(1), 947-965.
• Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual review of psychology, 60, 451-474.
• Avtgis, T. A., Thomas-Maddox, C., Taylor, E., & Patterson, B. R. (2007). The influence of employee burnout syndrome on the expression of organizational dissent. Communication Research Reports, 24(2), 97-102.
• Azeem, S. M., & Akhtar, N. (2014). The influence of work life balance and job satisfaction on organizational commitment of healthcare employees. International Journal of Human Resource Studies, 4(2), 18.
• Bayram, N., Gursakal, N., & Bilgel, N. (2009). Counterproductive work behavior among white-collar employees: A study from Turkey. International Journal of Selection and Assessment, 17(2), 180-188. doi:10.1111/j.1468-2389.2009.00461.x
• Cai, X., Shang, J., Jin, Z., Liu, F., Qiang, B., Xie, W., & Zhao, L. (2020). DBGE: employee turnover prediction based on dynamic bipartite graph embedding. IEEE Access, 8, 10390-10402.
• Chen, Y., Li, S., Xia, Q., & He, C. (2017). The relationship between job demands and employees’ counterproductive work behaviors: The mediating effect of psychological detachment and job anxiety. Frontiers in psychology, 8, 1890.
• Chernyak-Hai, L., & Tziner, A. (2014). Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange. Revista de Psicología del Trabajo y de las Organizaciones, 30(1), 1-12.
• Da HiLLs, L. (2018). Understanding and preventing employee burnout. Retrieved From : https : // podiatrym.com/pdf/2019/3/Hills319web.pdf
• Day, A., Crown, S. N., & Ivany, M. (2017). Organisational change and employee burnout: The moderating effects of support and job control. Safety science, 100, 4-12.
• Edirisooriya, W. A. (2014, February). Impact of rewards on employee performance: With special reference to ElectriCo. In Proceedings of the 3rd International Conference on Management and Economics (Vol. 26, No. 1, pp. 311-318).
• Gau, J. M., & Pratt, T. C. (2010). Revisiting broken windows theory: Examining the sources of the discriminant validity of perceived disorder and crime. Journal of criminal justice, 38(4), 758-766.
• González-Navarro, P., Zurriaga-Llorens, R., Tosin Olateju, A., & Llinares-Insa, L. I. (2018). Envy and counterproductive work behavior: The moderation role of leadership in public and private organizations. International journal of environmental research and public health, 15(7), 1455.
• Gruys, M. L., & Sackett, P. R. (2003). Investigating the dimensionality of counterproductive work behavior. International Journal of Selection & Assessment, 11(1), 0-42. doi:10.1111/1468-2389.00224
• Han, J. W. (2020). A review of antecedents of employee turnover in the hospitality industry on individual, team and organizational levels. International Hospitality Review.
• Instone, K. (2012). Counterproductive Work Behavior. White paper. Diunduh tanggal, 8. Retrieved from: https://cdn.auckland.ac.nz/assets/psych/about/our-people / documents /Karin % 20 Instone % 20 - % 20 Counterproductive% 20Work %20 Behaviour % 20-% 20 White % 20 Paper.pdf
• Kelloway, E. K., Francis, L., Prosser, M., & Cameron, J. E. (2010). Counterproductive work behavior as protest. Human resource management review, 20(1), 18-25.
• Khokhar, A. M., & Zia-ur-Rehman, M. (2017). Linking ethical leadership to employees' performance: Mediating role of organizational citizenship behavior and counterproductive work behavior. Pakistan Journal of Commerce and Social Sciences (PJCSS), 11(1), 222-251.
• Kickul, J. (2001). When organizations break their promises: Employee reactions to unfair processes and treatment. Journal of business ethics, 29(4), 289-307.
• Kim, S., Tam, L., Kim, J. N., & Rhee, Y. (2017). Determinants of employee turnover intention. Corporate Communications: An International Journal.
• Li, S., & Chen, Y. (2018). The relationship between psychological contract breach and employees’ counterproductive work behaviors: the mediating effect of organizational cynicism and work alienation. Frontiers in psychology, 9, 1273.
• Lu, A. C. C., & Gursoy, D. (2016). Impact of job burnout on satisfaction and turnover intention: do generational differences matter? Journal of Hospitality & Tourism Research, 40(2), 210-235.
• McPhee, P. (2020). Employee Turnover: Determinants, Consequences, Trends in Academia and the Implications on Organizational Effectiveness. i-Manager's Journal on Management, 15(1), 35.
• Moss, J. (2019). Burnout is about your workplace, not your people. Harvard Business Review, Published, hbr. org/2019/12/burnout-is-about-your-workplace-not-your-people.
• Oliveira, L. B. D., Moreno Junior, V. D. A., & Gonçalves, R. C. (2020). Individual and situational antecedents of counterproductive work behaviors. BAR-Brazilian Administration Review, 17(3).
• Ongori, H. (2007). A review of the literature on employee turnover. African Journal of Business Management, pp. 049-054
• Salvagioni, D. A. J., Melanda, F. N., Mesas, A. E., González, A. D., Gabani, F. L., & Andrade, S. M. D. (2017). Physical, psychological and occupational consequences of job burnout: A systematic review of prospective studies. PloS one, 12(10), e0185781.
• Stritch, J. M., Molina Jr, A. L., & Favero, N. (2020). Pushing too hard? Unattainable organizational goals and frontline employee turnover. Review of Public Personnel Administration, 40(2), 272-296.
• Tofan, C. A. (2017). The Process of Communication in Decision-Making. Business ethics and leadership, (1, Issue 3), 36-44.
• Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555-572.
• Weil, D. (2012). Broken Windows, Vulnerable Workers, and the Future of Worker Representation. Boston U. School of Management Research Paper, (2012-23).
• Xiong, R., & Wen, Y. (2020). Employees’ turnover intention and behavioral outcomes: The role of work engagement. Social Behavior and Personality: an international journal, 48(1), 1-7.
• Yuan, Z., Barnes, C. M., & Li, Y. (2018). Bad behavior keeps you up at night: Counterproductive work behaviors and insomnia. Journal of Applied Psychology, 103(4), 383–398. https://doi.org/10.1037/apl0000268
• Zahoor, I., Malik, N. I., & Atta, M. (2019). Relationship between Job Insecurity, Workplace Incivility and Counterproductive work behaviors among employees: Role of Work Family Conflict. Foundation University Journal of Psychology, 3(2).