Dysfunctional Behaviour
An attitude is a psychological trend that is conveyed by assessing a particular responsibility with some degree of favour or disfavour. In the context of work environment, this paper looks at the causes of negative attitude, as well as how it leads to a dysfunctional behaviour in the organization. The paper will utilize a case where an employee working for an organization develops a negative attitude towards work.
Practices, such as low payment without other benefits, lack of development and growth, bias in promotions in the company make the worker develop a negative perception towards work leading to the perception of inequality. In addition, incorrect beliefs in relation to life and work often caused by negativity from family, friends, and unsatisfying circumstances from the worker’s upbringing leads to a negative attitude.
As a result, this would develop a dysfunctional behaviour that affects the organization, colleagues, and the work environment. The employee starts being absent, reporting to work late, leaving early, taking excessive breaks, not finishing work on time, lying about hours worked, and wasting organizational resources. The quality of work is not being considered thus directly costing the organization.
Dysfunctional behaviour that affects others workers include sexual harassment, gossiping, bullying, and unfriendliness. Eventually, the employee ends up engaging in disobedient behaviour, such as drug addiction. Attitudes among workers have a positive or negative impact on the performance of an organization.
The responsibility of the management is to impart positive attitudes among members of staff, such shunning away from practices that can stimulate a bad feeling. Cancelling workshops and other trainings are good tools that an employer can use to rehabilitate employees with negative work history. If the organization in the above case had considered this, the dysfunction behaviour depicted by the employee would not have occurred.
Organization Citizenship Behaviour
People come with diverse working personalities, such as principles, attitude, and approaches. Behaviour is yet an extra enlightenment that explains why individuals adopt citizenship behaviours. Citizenship is more of behaviour a sociological and psychological concept. In other words, it has a human and collective module, particularly when observed on the roles of leader-follower affairs and employees’ efficiency.
Organizations that motivate their workers end up with an enhanced production system because workers would not mind doing extra work to an extent of exceeding the expected requirements. Organizational citizenship behaviour has a very solid connection with the worker and organizational performance leading to adoption of actions that are driven by motivation.
On a wider perspective, this is a social exchange. The drive for this exchange is to exploit benefits and reduce costs, influencing the usefulness, and productivity of employees and organizations.
Most of these motivations are extrinsic as compared to intrinsic process motivation. Extrinsic motivation is a behaviour that is motivated by outward prizes, such as cash, recognition, results, and admiration. This type of motivation arises from external forces as opposed to intrinsic forces, which exposes the actions of the worker. Individuals carrying out intrinsic motivation contribute in events that they appreciate and build an enjoyable work atmosphere for themselves and other colleagues.
Understandably, perception can be made that staffs that relish their work are more possibly to assist co-workers and create an aiding work environment. These employees find organizational citizenships behaviours interesting and are likely to follow them without orders. Influential motivation is also anticipated to have an undesirable connection with organizational citizenship behaviour. Since workers in this purpose contribute informally, compensated doings and organizational citizenship behaviours are not properly rewarded.