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Employees' Perceptions of Productive and Counterproductive Behaviors in Different Cultures

This paper explores how employees across different cultures perceive and engage in productive and counterproductive behaviors within their organizations. The qualitative research aims to understand the definitions, motivations, triggers, and co-occurrences of these behaviors. The study involves semi-structured interviews across four countries, analyzing themes such as engagement, individual impact, organizational climate, leadership, and role requirements. The findings highlight the importance of individual dispositions, relationship to job roles, and the influence of leadership styles on employees' behaviors.

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Employees' Perceptions of Productive and Counterproductive Behaviors in Different Cultures

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  1. Employees’ experiences of productive and counterproductive work behaviour. Paper at the 11th European Congress of Psychology Oslo, 7-10 July 2009 Dr Iain Coyne Domenica Gentile

  2. With thanks Prof Marise Born Dr Maria Vakola Nevra Cem Jos Jooren Eirini Kontou Participating employees and organisations

  3. Aims of the qualitative research • How do employees conceptualise productive and counterproductive behaviour? • To what extent are experiences of productive and counterproductive behaviours similar across cultures?

  4. Method • Semi-structured interview approach • Across 4 countries • Within two job levels in each country • Aim of 6 interviews/level/country • Schedule developed and translated • Employees’ perceptions of productive and counterproductive behaviours: • How employees define them; • Experiences of these behaviours within the organisation; • Motivation for engaging (or not); • Triggers of the behaviours; • Co-occurrence of PWB and CWB

  5. Method • Interviews tape-recorded and transcribed verbatim in source language • Interviews analysed using IPA (Smith & Osborn, 2003) • One interview translated and analysed in English by PI • Researchers provided with training material • Pilot interview videoed in UK • Separate analysis for each group. • Country analysis translated • Final IPA themes developed • Similarities and differences analysed

  6. Themes UK Engineering sample Shop floor (6) First line/Managers (6) Willingness to engage Paradoxical concepts Fostering employee engagement ‘It’s a personal thing’ Uncertainty and structure • Relationship with task performance • Creating the right climate • Generation of negative emotions • The individual employee

  7. Themes Turkish textile sample Blue collar (3) White collar (3) Knowing what is expected of you Individual & organisational impact Individual disposition & circumstances Non-coercive leadership • Individual ethics • Understanding & respect • Employee morale and motivation

  8. Themes Greek pharmaceutical sample Blue collar (6) White collar (6) • Explicit and implicit role requirements • It’s within the person • The working climate • Explicit and implicit role requirements • It’s within the person • Equity perceptions • Support and cooperation • Organisational climate

  9. Common themes Individual dispositions Relationship to role OCB/CWB experiences Leadership The right environment

  10. Discussion • Experiences of OCB/CWB relate to individual, group and organisational levels. • Strong link with job role: • Stone-Romero (2009) role requirements • Relationship to theoretical model of engagement

  11. The engagement model (adapted from Macey & Schneider, 2008) Trait Individual dispositions State Unfairness Reciprocity Motivation Behaviour OCB CWB Trust Work attributes Right climate Leadership Non-coercive Supervisor style

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