Counterproductive Work Behavior in Russian Nanotechnology Organizations

Abstract

Background. Organizational behavior plays a significant role in the effectiveness of enterprises specializing in nanotechnology. Its negative side – counterproductive work behavior (CWB) – has not been analyzed sufficiently in this industry. We evaluated different theoretical approaches to this problem. Objective. To estimate the predominant forms of counterproductive work behavior in relation to dimensions such as the intensity of the nanotechnology industry, seniority in the organization, and the age and gender of the subjects. Design. We used a descriptive exploratory methodology that analyzes the preponderance of counterproductive work behavior in profile companies throughout the Russian Federation. CWB was assessed through a self-report questionnaire and in-depth interview with each employee. The results were analyzed by correlation-regression analysis in SPSS. Results. We found significant correlations between the variables “intensity of the nanotechnology industry within the organization”, “seniority of employees within the organization”, “age of employees”, and the total score of CWB. Regarding the CWB dimensions, the highest average of the scores was obtained for “low level of conscientiousness” (mean = 21.75; SD = 2.9), followed closely by “low level of personal development” (mean = 20.53; SD = 3.09). Among the CWB dimensions, it seems that the conscientiousness of the employees plays a key role in the continuation of their professional activity and consequently in the increase of seniority in the organization. Conclusion. A professional difficulty can be perceived as a challenge by an employee with good physical and/or psychological resilience. Russian nanotechnology companies should evaluate their approach to dealing with employees and mitigate situations that might be unnecessarily stressful. From the data obtained through the semi-structured interview, we found that what happens in a work group is essential in the emergence of CWB. Organizations need clear policies that empower employees to deal with certain work tasks and with employees who engage in specific CWB.