8–1 C H A P T E R 8 Behavior in Organizations Jon L. Pierce & Donald G. Gardner with Randall B....

8–8–11

C H A P T E R 8

Behavior in Organizations

Jon L. Pierce &Donald G. Gardnerwith Randall B. Dunham

Management

OrganizationalBehavior

PowerPoint Presentationby Charlie Cook

An Integrated Perspective

Copyright © 2002 by South-Western

Copyright © 2002 by South-WesternCopyright © 2002 by South-Western 8–8–22

Learning ObjectivesLearning Objectives

1.1. Define and describe the importance of individual Define and describe the importance of individual employee performance.employee performance.

2.2. Distinguish objective and subjective performance Distinguish objective and subjective performance appraisal techniques.appraisal techniques.

3.3. Describe a performance improvement plan and identify Describe a performance improvement plan and identify when it is appropriate to use.when it is appropriate to use.

4.4. Discuss when and how to terminate an employee.Discuss when and how to terminate an employee.

5.5. Evaluate the belief that satisfaction causes performance.Evaluate the belief that satisfaction causes performance.

6.6. Distinguish physical and psychological withdrawal.Distinguish physical and psychological withdrawal.

7.7. Identify major costs associated with absenteeism and Identify major costs associated with absenteeism and turnover, and how to prevent them.turnover, and how to prevent them.


Learning Objectives (cont’d)Learning Objectives (cont’d)

8.8. Define organizational citizenship behaviors, and Define organizational citizenship behaviors, and describe why organizations depend on them.describe why organizations depend on them.

9.9. Describe four types of employee deviance behaviors.Describe four types of employee deviance behaviors.

10.10. Relate deviance behavior categories to workplace Relate deviance behavior categories to workplace violence and aggression, and substance abuse.violence and aggression, and substance abuse.

11.11. Describe the manager’s role in preventing workplace Describe the manager’s role in preventing workplace violence and substance abuse.violence and substance abuse.


Individual PerformanceIndividual Performance

• PerformancePerformance The behaviors of organizational members that help meet The behaviors of organizational members that help meet

organizational objectives.organizational objectives. The degree to which employees meet the expectations The degree to which employees meet the expectations

of the organization—meet the objectives—as they of the organization—meet the objectives—as they execute the required duties of their jobs.execute the required duties of their jobs.

• EffortEffort The human energy directed toward achieving an The human energy directed toward achieving an

organizational objective.organizational objective. A necessary component of performance (no effort, no A necessary component of performance (no effort, no

performance), although effort is not performance.performance), although effort is not performance.


Individual Performance (cont’d)Individual Performance (cont’d)

• Job dutiesJob duties The concrete and abstract activities, tasks, and The concrete and abstract activities, tasks, and

behaviors expected of anyone performing a particular behaviors expected of anyone performing a particular job.job.

• Job descriptionJob description A written document that identifies the job duties for a A written document that identifies the job duties for a

particular job in an organization.particular job in an organization.

• Job performanceJob performance How well (or poorly) employees perform their job duties How well (or poorly) employees perform their job duties

compared to expectations for the job.compared to expectations for the job.


Individual Performance (cont’d)Individual Performance (cont’d)

• Performance requires:Performance requires: Effort (applied skills)Effort (applied skills) Clearly defined job duties (accurate role perceptions)Clearly defined job duties (accurate role perceptions) Proper tools (supplies, materials, support systems)Proper tools (supplies, materials, support systems)

Behavior = F [(Person)(Situation)]


Sample Performance Improvement Sample Performance Improvement ComparisonComparison

Tom and Cindy work on identical punch press machines at ACME Tool and Die Works. They both know how to operate their presses, but their skill levels differ. Tom puts a reasonable amount of effort into his work, but his performance is low compared to the other workers (100 punches per hour). Cindy exerts considerably more effort than Tom; she is also more skilled—her punch rate is 150 per hour. On June 27, new punch press machines are installed. Tom's rate on the new machines is 170 punches per hour and Cindy's is 300.

300

250

200

150

100

0

Old Press New Press

Tom

Cindy

FIGURE 8FIGURE 8–1–1


Performance AppraisalPerformance Appraisal

• Performance appraisalPerformance appraisal The process of evaluating how effectively members are The process of evaluating how effectively members are

fulfilling their job responsibilities and contributing to fulfilling their job responsibilities and contributing to organizational goals.organizational goals.

• Fair and accurate appraisals require that Fair and accurate appraisals require that managers must:managers must: Know the organization’s expectations for a job.Know the organization’s expectations for a job. Monitor employees’ behaviors and results.Monitor employees’ behaviors and results. Compare performance outcomes against expectations.Compare performance outcomes against expectations. Provide feedback to the employees on their Provide feedback to the employees on their

performance.performance.



• The importance of performance appraisals to The importance of performance appraisals to organizationsorganizations Validate the effectiveness of hiring standards.Validate the effectiveness of hiring standards. Show where training, development, and motivation Show where training, development, and motivation

programs are needed and later gauge the effectiveness programs are needed and later gauge the effectiveness of those programs.of those programs.

Demonstrate the effects of organization policies and Demonstrate the effects of organization policies and practices on individual and organizational performance.practices on individual and organizational performance.

Serve as the basis for making performance-related Serve as the basis for making performance-related compensation, promotion, and dismissal decisions.compensation, promotion, and dismissal decisions.



Traditional organizationTraditional organizationSingle-rater approachSingle-rater approach

High-involvement organizationHigh-involvement organizationMulti-rater approachMulti-rater approach

(360(360º feedback)º feedback)


Appraisal TechniquesAppraisal Techniques

• Objective methodsObjective methods Performance is assessed using verifiable physical/ Performance is assessed using verifiable physical/

quantitative objects (e.g., units produced) or events quantitative objects (e.g., units produced) or events (e.g., sales calls to customers).(e.g., sales calls to customers).

• Subjective methodsSubjective methods Performance is assessed by methods that require one Performance is assessed by methods that require one

person rating another on intangible or qualitatively-person rating another on intangible or qualitatively-based measures.based measures.


Subjective Appraisal MethodsSubjective Appraisal Methods

• Graphic rating scaleGraphic rating scale A method of performance appraisal that requires the A method of performance appraisal that requires the

rater to judge the performance of the ratee on rater to judge the performance of the ratee on dimension (criteria) using scaled standards (poor, dimension (criteria) using scaled standards (poor, excellent, etc.).excellent, etc.).

• Essay methodEssay method The rater is required to write a narrative about the The rater is required to write a narrative about the

employee’s performance strengths and weaknesses, as employee’s performance strengths and weaknesses, as well as ways the employee can improve job well as ways the employee can improve job performance.performance.


Graphic Rating ScaleGraphic Rating Scale


Sloan Tool & Die, Inc. Duluth, Minnesota

Employee Rating Scale

Employee: Javier Alva

Department: Accounting

Rated by: Irene Muharsky

Date: 3/17/01

Behavior: Unsatisfactory Questionable Satisfactory Outstanding

A. Quantity of work 1 2 3 4

B. Quality of work 1 2 3 4

C. Work initiative 1 2 3 4

D. Efficiency 1 2 3 4

E. Overall 1 2 3 4


Subjective Appraisal MethodsSubjective Appraisal Methods

• Behaviorally anchored rating scale (BARS)Behaviorally anchored rating scale (BARS) An improved graphic rating scale that uses a scale for An improved graphic rating scale that uses a scale for

each relevant dimension of performance, but each scale each relevant dimension of performance, but each scale has explicit behavioral anchors.has explicit behavioral anchors.

• Comparative methodComparative method The rater compares the performance of each worker to The rater compares the performance of each worker to

the performance of all co-workers.the performance of all co-workers. Straight rankingStraight ranking Forced distributionForced distribution


Sample of a BehaviorallySample of a BehaviorallyAnchored Rating ScaleAnchored Rating Scale


Follows a course syllabus; presents lectures in a logical order; ties each lecture into the previous one.

This instructor could be expected to assimilate the previous lecture into the present one before beginning the lecture.

This instructor could be expected to be sidetracked at least once a week in lecture and not cover the intended material.

This instructor could be expected to lecture a good deal of the time about subjects other than those in the syllabus.

This instructor could be expected to announce at the end of each lecture the material that will be covered during the next class period.

Prepares a course syllabus but only follows it occasionally; presents lecture in no particular order, although does tie them together.

Makes no use of a course syllabus; lectures on topics randomly with no logical order.

1

2

3

4

5

6

7

8

9

10

Organizational skills:A good constructional order of material; slides smoothly from one topic to another; design of course optimizes interests; students can easily follow organizational strategy; course outline followed.

Source: Adapted from H. J. Bernardin. 1977. Behavioral expectation scales versus summated scales: A fairer comparison. Journal of Applied Psychology 62:422–477.


Rater ErrorsRater Errors

• Rater errorRater error An error by a rater which causes an employee’s An error by a rater which causes an employee’s

performance rating to not reflect their performance.performance rating to not reflect their performance. Halo/horn—a rater gives a person similar scores on all Halo/horn—a rater gives a person similar scores on all

scales when there is an actual variation in performance scales when there is an actual variation in performance for some scales.for some scales.

Cluster errors—a rater gives all individuals in a group Cluster errors—a rater gives all individuals in a group the same rating regardless of their actual performance.the same rating regardless of their actual performance.

Central tendency—rating all employees about averageCentral tendency—rating all employees about average Leniency—rating all employees highLeniency—rating all employees high Severity—rating all employees lowSeverity—rating all employees low


Rater Errors (continuedRater Errors (continued

• Rater errors (cont’d)Rater errors (cont’d) Politics and prejudice—raters may intentionally bias Politics and prejudice—raters may intentionally bias

their ratings to help an employee or to get rid of their ratings to help an employee or to get rid of employee; if the bias is unrelated to work it is illegal.employee; if the bias is unrelated to work it is illegal.

• Managing appraisal problemsManaging appraisal problems Train performance appraisers to avoid rater errors.Train performance appraisers to avoid rater errors. Improve rating instruments and train performance Improve rating instruments and train performance

appraisers in their use.appraisers in their use. Standardize rating procedures and their conduct.Standardize rating procedures and their conduct. Assess how well managers conduct performance Assess how well managers conduct performance

appraisals and reward those who do it effectively.appraisals and reward those who do it effectively.


Improving PerformanceImproving Performance

• Performance improvement planPerformance improvement plan A formal agreement between a manager and an A formal agreement between a manager and an

employee that covers:employee that covers: The employee’s performance problem.The employee’s performance problem. Why the performance is deficient.Why the performance is deficient. What the employee must do What the employee must do

and by when to eliminate and by when to eliminate the performance problem.the performance problem.


TerminationTermination

• TerminationTermination The unilateral canceling of an employment contract by The unilateral canceling of an employment contract by

an organization, whether the contract is written or not.an organization, whether the contract is written or not. Reasons to fire problem employees:Reasons to fire problem employees:

Their poor performance is costing the company Their poor performance is costing the company money.money.

They are setting a bad They are setting a bad example for other example for other employees that could employees that could lead to morale problems.lead to morale problems.


Termination (cont’d)Termination (cont’d)

• Termination guidelinesTermination guidelines1.1. Never summarily discharge an employee. Suspend Never summarily discharge an employee. Suspend

employee; investigate and consider alternatives.employee; investigate and consider alternatives.

2.2. Get all the facts and document them.Get all the facts and document them.

3.3. Conduct discussions with the employee with care and Conduct discussions with the employee with care and deliberation.deliberation.

4.4. Don’t delay. Ignoring a problem creates more problems.Don’t delay. Ignoring a problem creates more problems.

5.5. Use an impartial third party (“final filter”) to check the Use an impartial third party (“final filter”) to check the termination decision.termination decision.

6.6. Make clear the specific cause of the discharge.Make clear the specific cause of the discharge.

7.7. Inform the employee personally that they are being Inform the employee personally that they are being terminated.terminated.


The Satisfaction-Performance The Satisfaction-Performance RelationshipRelationship• ““Happy worker thesis”Happy worker thesis”

The Human Relations Movement believed that satisfied The Human Relations Movement believed that satisfied workers would be motivated to perform better.workers would be motivated to perform better.

The correlation between The correlation between job satisfaction and any job satisfaction and any measure of job performance measure of job performance is weak or nonexistent.is weak or nonexistent.


The Satisfaction-Performance The Satisfaction-Performance RelationshipRelationship• Why no “happy worker” effect?Why no “happy worker” effect?

1.1. There may be a lack of accuracy in measuring There may be a lack of accuracy in measuring employee performance.employee performance.

2.2. Employees may lack the resources necessary for Employees may lack the resources necessary for increased performance.increased performance.

3.3. Some jobs are not amenable to high (variable) Some jobs are not amenable to high (variable) performance.performance.

4.4. Employees draw job satisfaction from job factors not Employees draw job satisfaction from job factors not related to job performance.related to job performance.

5.5. Under Total Quality Management (TQM), system Under Total Quality Management (TQM), system factors, over which the employee has no control, factors, over which the employee has no control, determine or impede job performance.determine or impede job performance.


WithdrawalWithdrawal

• WithdrawalWithdrawal The physical and/or psychological avoidance by The physical and/or psychological avoidance by

employees of their workplace.employees of their workplace.

• Physical withdrawalPhysical withdrawal The act of physically removing oneself The act of physically removing oneself

from the work environment through from the work environment through such behaviors as tardiness, absence, such behaviors as tardiness, absence, and turnover.and turnover.

• Psychological withdrawalPsychological withdrawal A mental state in which an employee is disengaged A mental state in which an employee is disengaged

from the work environment.from the work environment.


Physical Withdrawal: AbsencePhysical Withdrawal: Absence

• AbsenteeismAbsenteeism Occurs when an employee does not report to work Occurs when an employee does not report to work

when scheduled.when scheduled.

• Excused absencesExcused absences Absences in which employees notify their employer in Absences in which employees notify their employer in

advance that they will not be in on a given day and the advance that they will not be in on a given day and the employer approves of the absence.employer approves of the absence.

• Unexcused absencesUnexcused absences Absences in which an employee, with no advance Absences in which an employee, with no advance

approval, simply fails to show up for work when approval, simply fails to show up for work when scheduled.scheduled.


Physical Withdrawal: Absence Physical Withdrawal: Absence (cont’d)(cont’d)• Voluntary absenteeismVoluntary absenteeism

Occurs when an employee chooses not to work when Occurs when an employee chooses not to work when they could have (they are not ill) and should have (they they could have (they are not ill) and should have (they are expected).are expected).

• Involuntary absenteeismInvoluntary absenteeism Occurs when an employee is Occurs when an employee is

absent because of illness or absent because of illness or other factors out of the other factors out of the employee’s direct control.employee’s direct control.


Causes of AbsenteeismCauses of Absenteeism

•Long-term causesLong-term causes DepressionDepression SmokingSmoking Alcohol and drug abuseAlcohol and drug abuse Lack of exerciseLack of exercise

•Short-term causesShort-term causes Lack of attendance Lack of attendance

incentivesincentives Unhealthy employeesUnhealthy employees Lack of work group Lack of work group

pressure to attendpressure to attend

• Intermediate-term Intermediate-term causescauses Job dissatisfactionJob dissatisfaction Low job involvementLow job involvement Low organizational Low organizational

commitmentcommitment Monotonous workMonotonous work Work group norms that Work group norms that

encourage absenteeismencourage absenteeism Inflexible work hoursInflexible work hours


Costs Associated with Employee Costs Associated with Employee AbsenteeismAbsenteeism• Pay for time not worked (when absence is paid through Pay for time not worked (when absence is paid through

sick leave policies)sick leave policies)• Benefits payments (absent employee is still covered)Benefits payments (absent employee is still covered)• Premium pay for temporary workers who substitute for the Premium pay for temporary workers who substitute for the

absent workerabsent worker• Salaries and benefits for supervisors who have added Salaries and benefits for supervisors who have added

administrative tasks associated with the absence.administrative tasks associated with the absence.• Underutilized facilities (overhead is paid even when Underutilized facilities (overhead is paid even when

employees are absent)employees are absent)• Substandard quantity and quality of production (substitute Substandard quantity and quality of production (substitute

workers are rarely as productive as an experienced but workers are rarely as productive as an experienced but absent worker)absent worker)

• Increased inspection and supervision costsIncreased inspection and supervision costs

TABLE 8TABLE 8–1–1


Physical Withdrawal: TurnoverPhysical Withdrawal: Turnover

• TurnoverTurnover Occurs when an employee or employer cancels the Occurs when an employee or employer cancels the

employment relationship.employment relationship.

• Involuntary turnoverInvoluntary turnover Occurs when the organization, against an employee’s Occurs when the organization, against an employee’s

preferences, discontinues their employment.preferences, discontinues their employment.

• Voluntary turnoverVoluntary turnover Occurs when an employee chooses to leave an Occurs when an employee chooses to leave an

organization.organization.


Physical Withdrawal: Turnover Physical Withdrawal: Turnover (cont’d)(cont’d)• Avoidable voluntary turnoverAvoidable voluntary turnover

Occurs when a valuable employee elects to leave the Occurs when a valuable employee elects to leave the organization and the employer could have prevented it organization and the employer could have prevented it by improving the employee’s work conditions.by improving the employee’s work conditions.


Costs Associated with Employee TurnoverCosts Associated with Employee Turnover

• Lost productivity while the job is vacantLost productivity while the job is vacant• Preparing for recruiting (writing new job Preparing for recruiting (writing new job

descriptions and position requirements)descriptions and position requirements)• Recruiting costs (such as advertising fees)Recruiting costs (such as advertising fees)• Screening costs (such as reviewing resumes and Screening costs (such as reviewing resumes and

responding to applicant inquires)responding to applicant inquires)• Interviewing costs (time spent contacting Interviewing costs (time spent contacting

applicants, preparing for and conducting applicants, preparing for and conducting interviews)interviews)

• Evaluation costs (time spent meeting to evaluate Evaluation costs (time spent meeting to evaluate multiple job candidates)multiple job candidates)

• Cost of making a job offer (time spent negotiating Cost of making a job offer (time spent negotiating with a candidate)with a candidate)

TABLE 8TABLE 8–3a–3a


Costs Associated with Employee Turnover Costs Associated with Employee Turnover (cont’d)(cont’d)

• Training costs (costs of training a new Training costs (costs of training a new employee, including orientation training)employee, including orientation training)

• Cost of reduced efficiency and quality of Cost of reduced efficiency and quality of performance as new employee learns a new jobperformance as new employee learns a new job

• Other costs (such as lost productivity of new Other costs (such as lost productivity of new employee’s co-workers as they learn to work employee’s co-workers as they learn to work with the new employee)with the new employee)

TABLE 8TABLE 8–3b–3b


Physical Withdrawal: Turnover Physical Withdrawal: Turnover (cont’d)(cont’d)• Predictors of turnoverPredictors of turnover

Personal characteristics—employees who are older, Personal characteristics—employees who are older, long serving, and have family responsibilities are less long serving, and have family responsibilities are less like to quit.like to quit.

Job-related factors—employees with jobs that are Job-related factors—employees with jobs that are satisfying and that meet the employee’s job context satisfying and that meet the employee’s job context expectations are less likely to quit.expectations are less likely to quit.

Withdrawal behaviors—employees who have other job Withdrawal behaviors—employees who have other job offers, are searching for other work, have the intention offers, are searching for other work, have the intention to quit, have a history of absenteeism, and/or are poor to quit, have a history of absenteeism, and/or are poor performers are more likely to quit.performers are more likely to quit.


Strategies for Preventing Absenteeism Strategies for Preventing Absenteeism and Turnoverand Turnover

• Employee surveysEmployee surveys

• Incentives and special Incentives and special compensation programscompensation programs

• Wellness programsWellness programs

• Accurate record keepingAccurate record keeping

• Job enrichmentJob enrichment

• Safe and clean work Safe and clean work environmentenvironment

• Exit interviewsExit interviews

• Career planningCareer planning

• Open communicationOpen communication

• Work and nonwork Work and nonwork balance optionsbalance options

• Flexible work schedulesFlexible work schedules

• Compelling Compelling organizational cultureorganizational culture

• High-involvement work High-involvement work processesprocesses

TABLE 8TABLE 8–4–4


Organizational CitizenshipOrganizational Citizenship

• Organizational citizenship behaviors (OCB)Organizational citizenship behaviors (OCB) Behaviors that employees exhibit on and off their jobs Behaviors that employees exhibit on and off their jobs

that reflect sacrifices for, and commitment to, the that reflect sacrifices for, and commitment to, the prosperity of the organization.prosperity of the organization.

Key OCB features:Key OCB features: OCB are voluntary, intentional, conscious and OCB are voluntary, intentional, conscious and

spontaneous acts on the part of the employeespontaneous acts on the part of the employee OCB are intended to be positively valued by the OCB are intended to be positively valued by the

employee and the organizationemployee and the organization OCB primarily benefit the organization and not the OCB primarily benefit the organization and not the

employees themselvesemployees themselves OCB is not the same as high job performance.OCB is not the same as high job performance.


Organizational Citizenship (cont’d)Organizational Citizenship (cont’d)

• Types of citizenship behaviorsTypes of citizenship behaviors Altruism—helping others at workAltruism—helping others at work Compliance—surpassing enforceable work standardsCompliance—surpassing enforceable work standards Sportsmanship—having a high tolerance for Sportsmanship—having a high tolerance for

annoyances on the jobannoyances on the job Courtesy—having consideration for how decisions will Courtesy—having consideration for how decisions will

affect othersaffect others Civic virtue—being actively involved in company-Civic virtue—being actively involved in company-

sponsored events and keeping up with organization sponsored events and keeping up with organization activitiesactivities


Organizational Citizenship (cont’d)Organizational Citizenship (cont’d)

• OCB redefined by Van DyneOCB redefined by Van Dyne Organizational obedienceOrganizational obedience Organizational loyaltyOrganizational loyalty Organizational participationOrganizational participation

Social participationSocial participation Advocacy participationAdvocacy participation Functional participationFunctional participation

Covenantal relationshipsCovenantal relationships Relationships that exist between employees and Relationships that exist between employees and

employers when there is a state of mutual commitment employers when there is a state of mutual commitment and trust, and shared valuesand trust, and shared values


Determinants of Organizational Determinants of Organizational Citizenship Behaviors (Organ and Ryan)Citizenship Behaviors (Organ and Ryan)

•Attitudinal FactorsAttitudinal Factors Job satisfactionJob satisfaction FairnessFairness CommitmentCommitment Leader supportivenessLeader supportiveness

•Dispositional FactorsDispositional Factors ConscientiousnessConscientiousness AgreeablenessAgreeableness Positive and negative Positive and negative

affectivityaffectivity


Aggression, Violence, and IncivilityAggression, Violence, and Incivility

• Deviant behaviorDeviant behavior Voluntary behavior that violates significant organizational norms and Voluntary behavior that violates significant organizational norms and

in doing so threatens the well-being of an organization, its members, in doing so threatens the well-being of an organization, its members, or both.or both.

• Classification of employee deviant behaviorsClassification of employee deviant behaviors

Target of Behavior

Organization Individual

ProductionDeviance

Political Deviance

PersonalDeviance

Severity

PropertyDevianceSerious

Minor

Source: S. L. Robinson and R. J. Bennett. 1995. A topology of deviant behaviors: A multidimensional scaling study. Academy of Management Journal 38:555–572. TABLE 8TABLE 8–4–4


Workplace AggressionWorkplace Aggression

• Organizational characteristics that foster Organizational characteristics that foster workplace aggression by employeesworkplace aggression by employees Modeling aggressive behaviorModeling aggressive behavior Aversive treatmentAversive treatment Incentive inducementsIncentive inducements Factors in the physical environmentFactors in the physical environment


Workplace Aggression (cont’d)Workplace Aggression (cont’d)

• Progressive stages of violence-prone employee Progressive stages of violence-prone employee behaviorsbehaviors Passively aggressive in not cooperating with coworkers Passively aggressive in not cooperating with coworkers

and not complying with organizational rules; engaging and not complying with organizational rules; engaging in disruptive behaviors.in disruptive behaviors.

Statements of perceived mistreatment and of the overt Statements of perceived mistreatment and of the overt intention to become aggressive or resort to aggressive intention to become aggressive or resort to aggressive acts.acts.

Acting out aggression by destruction of company Acting out aggression by destruction of company assets, attacking other employees and making threats assets, attacking other employees and making threats against specific employees.against specific employees.


Actions That Prevent Workplace Actions That Prevent Workplace ViolenceViolence• Develop a zero tolerance employee violence Develop a zero tolerance employee violence

policy.policy.• Provide training and education for handling Provide training and education for handling

reports and actual incidents of violence.reports and actual incidents of violence.• Create a threat assessment team to monitor Create a threat assessment team to monitor

the organization’s preparedness.the organization’s preparedness.• Screen job applicants for aggressive behaviors.Screen job applicants for aggressive behaviors.• Provide stress management training for Provide stress management training for

disturbed employees.disturbed employees.


Drug and Alcohol AbuseDrug and Alcohol Abuse

• Costs and prevalence of substance abuseCosts and prevalence of substance abuse 11% of all employees use illegal drugs.11% of all employees use illegal drugs. 71% of drug users are employed.71% of drug users are employed. Each drug abuser costs the employer $7,000 per year.Each drug abuser costs the employer $7,000 per year. Drug use costs employers $120 billion per year.Drug use costs employers $120 billion per year. 6-to10% of the work force are alcoholics.6-to10% of the work force are alcoholics. 500 million workdays are lost annually500 million workdays are lost annually

to intoxication and hangovers.to intoxication and hangovers.


Preventing Substance AbusePreventing Substance Abuse

• Screen out job applicants who are abusers.Screen out job applicants who are abusers.• Test current employees for impairment.Test current employees for impairment.

Conduct random testing, “for cause” testing, and/or Conduct random testing, “for cause” testing, and/or post-accident/incident testingpost-accident/incident testing

Refer impaired employees to an Employee Assistance Refer impaired employees to an Employee Assistance program (EAP) for rehabilitation.program (EAP) for rehabilitation.

• Train managers to identify and deal properly Train managers to identify and deal properly with impaired employees.with impaired employees.

8–1 C H A P T E R 8 Behavior in Organizations Jon L. Pierce & Donald G. Gardner with Randall B....

Documents

Transcript of 8–1 C H A P T E R 8 Behavior in Organizations Jon L. Pierce & Donald G. Gardner with Randall B....