Introductory Chapter: Exploring the Negative Aspects of Organizational Behavior

Abstract

Organizational behavior is the study of how individuals and groups interact within an organization, and how these interactions affect the performance and effectiveness of the organization. While the study of organizational behavior has produced many insights into how organizations can function more effectively, there are also negative aspects of organizational behavior that can have a significant impact on organizational performance. The negative side of organizational behavior refers to the adverse effects that certain organizational behaviors can have on individuals, groups, and the organization. This negative side is often overlooked or downplayed, but it can have significant consequences for the health and well-being of employees, the overall functioning of the organization, and its bottom line. Overall, the negative side of organizational behavior is a significant concern for organizations and their employees. Understanding the causes and consequences of these negative behaviors is essential for creating a safe, healthy, and productive work environment. While many organizations have policies in place to address these negative behaviors, there is still much work to be done to ensure that they are effectively implemented and enforced. In this introductory chapter, I will explore the negative side of organizational behavior, with a focus on conflict, dysfunctional leadership, unethical behavior, workplace stress, workplace bullying, employee turnover, mobbing, and dark traits of personality. Through a detailed examination of the literature, I will identify the causes and consequences of these behaviors and discuss strategies for addressing them in organizations.

1. Introduction

Organizational behavior is the study of how individuals and groups interact within an organization, and how these interactions affect the performance and effectiveness of the organization. While the study of organizational behavior has produced many insights into how organizations can function more effectively, there are also negative aspects of organizational behavior that can have a significant impact on organizational performance. The negative side of organizational behavior refers to the adverse effects that certain organizational behaviors can have on individuals, groups, and the organization. This negative side is often overlooked or downplayed, but it can have significant consequences for the health and well-being of employees, the overall functioning of the organization, and its bottom line. Overall, the negative side of organizational behavior is a significant concern for organizations and their employees. Understanding the causes and consequences of these negative behaviors is essential for creating a safe, healthy, and productive work environment. In this introductory chapter, I will explore the negative side of organizational behavior, with a focus on conflict, dysfunctional leadership, unethical behavior, workplace stress, workplace bullying, mobbing, and dark traits of personality.

2. Conflict

Conflict between individuals and groups within the organization has the potential to be one of the most detrimental features of organizational behavior. Differences in values or ideas, rivalry for resources or power, or personal enmity are just a few causes of conflict that might occur. Conflict may have a big impact on how well a company performs because it can hinder teamwork and communication as well as undermine employee trust and motivation. Conflict can have a big impact on how well an organization performs, according to research. For instance, research [1] revealed that disagreement might hinder innovation and creativity within firms because staff members may be less likely to share ideas and work together when they believe that their opinions are not appreciated or valued. Similar findings were made by another study [2], which indicated that conflict might decrease trust and increase employee turnover because people may be less motivated to work with somebody they do not trust.

3. Dysfunctional leadership

Leadership dysfunction is yet another detrimental component of corporate behavior. Leadership that is ineffective, unethical, or destructive to the organization or its members is referred to as dysfunctional leadership. Micromanagement, bullying, and abusive conduct are a few manifestations of dysfunctional leadership. Organizational performance can be significantly impacted by dysfunctional leadership since it can result in lower staff morale, more employee turnover, and diminished employee trust. For instance, a study [3] discovered that aggressive leadership might result in lower work satisfaction and higher staff turnover. Similar findings were made by another study [4], which discovered that managers who engage in bullying behavior can decrease organizational engagement and raise employee turnover intentions.

4. Unethical behavior

Another unfavorable feature of organizational behavior that can have a major effect on performance is unethical behavior. Dishonest, illegal, or destructive activity is referred to as unethical behavior. Fraud, theft, and harassment are a few instances of unethical behavior. Because it can result in legal responsibility, harm to the organization’s brand, and a decline in employee and customer trust, unethical behavior can have a big impact on how well an organization performs. For instance, a study [5] discovered that unethical behavior can cause a decline in company engagement and an increase in employee turnover intentions. Similarly, another study [6] indicated that unethical behavior by leaders might lead to poor job satisfaction and greater turnover intentions among employees.

5. Workplace stress

Workplace stress is a typical organizational behavior flaw that lowers productivity and increases attrition, absenteeism, and burnout. It is described as a physical and psychological reaction to job expectations that are more than one’s capacity for coping [7]. Heavy workloads [8], role ambiguity [9], bad relationships with coworkers and managers, and organizational change [10] are all factors that contribute to workplace stress. Reduced productivity, lower-quality work [11], more absenteeism [12], turnover [13], and burnout [14] are some repercussions of workplace stress. Burnout causes a decline in motivation, job satisfaction, and absenteeism [15]. Offering tools like counseling services, stress management classes, and flexible work schedules is one way to manage workplace stress [7]. Another tactic is to foster a healthy work atmosphere by promoting sociability, allowing opportunities for professional development, and giving feedback and appreciation [16]. Organizations can resolve role ambiguity by giving clear job descriptions, goals, and regular feedback while also reducing workload stress by setting realistic deadlines, offering support, and encouraging breaks [8].

6. Workplace bullying

Workplace bullying, which is defined as persistent destructive behavior aimed at certain people or groups, is a serious problem in organizational behavior [17]. It can appear in a variety of ways, including sabotage, social exclusion, and verbal abuse. Bullying at work has serious detrimental effects on employee morale, attrition rates, and overall health, including stress, despair, and anxiety [18]. Individual qualities, corporate culture, and power dynamics are all factors that might contribute to bullying in the workplace [17]. Age, gender, and low self-esteem are characteristics that make people more susceptible to bullying [17, 18]. Bullying is encouraged by toxic workplace situations that accept hostility, whereas it is discouraged by organizations that emphasize respect and collaboration [17]. Bullies who abuse their position of power or influence also have a role [17]. Bullying at work has an effect on both individuals and businesses. Victims frequently exhibit increased absenteeism due to the detrimental impacts on their health, performance, and job satisfaction [17]. High turnover rates harm an organization’s ability to recruit, train, and produce workers [18]. A bullying culture in the workplace also breeds mistrust, distrust, and reputational damage [18], as well as negative effects on the law and finances [17]. Organizations should implement strategies like transparent policies, manager and employee training, fostering positive work environments, encouraging reporting, and promptly dealing with incidents through investigations, victim support, and disciplinary actions [17] to prevent and address workplace bullying.

7. Mobbing

When a group attacks a person and causes psychological injury, it is called mobbing [19]. It comprises physical intimidation, verbal assault, slander, and social exclusion. Mobbing is severe and pervasive, with numerous incidents of harassment occurring over time and being planned by a group [20, 21]. Mobbing has a profound impact on victims. They could go through PTSD, depression, and anxiety [17]. There may also be physical complaints, such as headaches and sleeplessness [20]. The psychological effects can result in poor performance, decreased job satisfaction, and trouble finding new employment [17]. Social support may dwindle, which might cause feelings of loneliness [17]. Individual, organizational, and societal variables all play a role in mobbing. Aggression, low self-esteem, and a drive for control are all personal issues [19]. Along with high job demands, little job management, and inadequate leadership, organizational culture, and societal views also have a role [17, 20]. Individualism and competition can encourage mobbing [19]. Intervention and prevention must be prioritized. Building a cooperative and respectful organizational culture is an important component of prevention [21]. Investigations, clear reporting procedures, and training are crucial. Intervention tackles workplace pressures, enhances leadership and management, and addresses core causes [17]. Mobbing victims should receive support, such as counseling and legal representation.

8. Dark traits of personality

Positive and negative personality qualities can be separated into categories. The “dark traits of personality,” or unfavorable characteristics, include psychopathy, narcissism, Machiavellianism, and sadism [22, 23]. These characteristics have an impact on organizational behavior and have an impact on employee well-being, leadership, and job performance. The Dark Tetrad includes sadism, while the Dark Triad consists of psychopathy, narcissism, and Machiavellianism [22, 23]. Each feature has distinct manifestations, such as grandiosity and entitlement for narcissism [24], and fearlessness, impulsivity, and meanness for psychopathy [25]. In contrast to sadism, which emphasizes hostility and cruelty toward others, Machiavellianism combines strategic manipulation and a pessimistic outlook [26]. Although dark characteristics are frequently researched separately, they frequently co-occur in people [27]. Dark characteristics can impact work performance in both positive and negative ways. Psychopathy may encourage more inventiveness and risk-taking, while narcissism may increase self-assurance and boldness [28, 29]. However, negative qualities can also result in unethical behavior, unproductive work habits, and aggressive interpersonal behavior [23, 26].