Understanding and Preventing Dysfunctional Behavior in Organizations

Abstract

We review the literature on dysfunctional behavior in organizations and illuminate the potential contribution of human resource development (HRD) to manage such behavior and contribute to strong governance and compliance. The impetus for this article comes from evidence of dysfunctional behavior in banking and financial organizations in many countries in recent times. We define dysfunctional behavior at individual, organizational, and institutional levels of analysis and propose a model of HRD to address dysfunctional behavior at these levels. HRD potentially plays four key roles in the context of managing and/or preventing dysfunctional behavior: development of employee awareness and skills; effective governance of HRD practices, structures, and delivery mechanisms; development of an ethical governance culture and climate and a more far-reaching role than that of organizational governance and agency mediation that minimizes the possibility of dysfunctional organizational behavior. We conclude with a discussion of HRD research and practice implications.

Exploring the unfathomable causes of dysfunctional behaviours in the Ghanaian public service: perspectives of social capital

“…Unapproved actions perpetrated by organizational members, which adversely affect citizens, national interest and the environment are considered dysfunctional (Levine, 2010). Dysfunctional behaviours are tantamount to workplace deviant behaviours (Robinson and Bennett, 1995), unethical (Kish-Gephart et al , 2010) and illegal behaviours (MacKenzie et al , 2011). They include absenteeism, bullying, corruption, fraud, falsification of data, money laundering, sabotage, sexual harassment, tardiness and white-collar crime (MacKenzie et al , 2011; Levine, 2010).…”

“…This study is therefore appropriate because researchers, policymakers and practitioners have continuously shared concerns over dysfunctional behaviours. Behaviours that negatively affect the normal functioning of organizations and have the potential to result in calamitous outcomes for individuals, organizations and society are dysfunctional (Mackenzie et al , 2011). Therefore, exploring and understanding the underpinning factors that drive these behaviours in Ghana will provide a panacea to the situation.…”

To What Extent is Leader-member Exchange and Psychological Safety Able to Influence Counterproductive Work Behavior? Evidence from the Hospitality Industry in Surabaya, Indonesia

“…As a consequence, CWB can cause a company's reputation to be bad so it will require considerable costs to restore that reputation [12]. Therefore, a strong understanding of the factors that affect CWB is needed to be minimized or prevented so that it does not cause greater losses to the company [13,14].…”

The Global Financial and Economic Crisis

“…Proponents of strategic human resource development (SHRD) argue that it contributes to the achievement of organizational goals and helps to sustain long-term organizational success (Garavan, 2007). However, there can be a dark side to this contribution, one that results in Human Resource Development (HRD) not acting as the conscience of the organization where it provides counterbalance to the continuous striving for short-term performance and organizational success (MacKenzie, Garavan, & Carbery, 2011, 2012). Financial crises makes it clear that the pursuit of profit often comes at the expense of prudent decision making and the development of appropriate corporate governance structures which can have major deleterious implications for organizations.…”