Dark-side Behaviors Result in Negative Outcomes - Case Study Example

Dark-side Behaviours Result in Negative Outcomes Student: Tutor: Course: Date of Submission: Dark-side Behaviours Result in Negative Outcomes Organisational behaviour may constitute aspects that are beneficial to an individual, his/her workgroup or the organisation (Millls, Bratton, & Forshaw, 2006). Aspects such as exhibition of emotional intelligence, teamwork, effective communication lead to personal development of employees in terms of experience, acquisition of skills and more (Robbins, Judge, Millet, & Boyle, 2011). Workgroups also become efficient as a result of positive organisational behaviours. Organisations ultimately become operationally and functionally effective towards attainment of their objectives. Dark-side behaviours on the other hand result in undesired cost to the individual, workgroups and the organisation (Griffin & Anne, 2004). Dark-side behaviours are manifested in aspects such as: violation of ethical codes, engagement in conflicts and unhealthy competition (Richards, 2008). The individuals involved in such behaviours can lose jobs, get demoted or damage their reputation. Workgroups also become inefficient when such behaviours are condoned. Organisations that indirectly promote such dark-side behaviours suffer great losses in efficiency and productivity (Griffin & Anne, 2004). This paper will discuss the aforementioned dark-side behaviours: violation of ethical codes, engagement in conflicts and unhealthy competition. In so doing, the paper will highlight the negative outcomes that dark-side behaviours have on individual employees, their workgroups and the organisation. This will be achieved under appropriate headings. Violation of ethical codes Organisations are governed by values and principles that are represented in ethical codes. Every individual within the organization is expected to strictly observe policies and codes spelt out by the management. When values and principles are upheld, it is possible to achieve organisational effectiveness. Values and principles define how employees and the management relate to each other. They also determine the kind of relationships the organisation establishes and maintain with its major stakeholders including its clients and suppliers (Appelbaum, Deguire, & Lay, 2005). It is critical, therefore, that organisations develop and protect strong values and principles as a strategic undertaking. Despite the great importance associated with observance of ethical codes, some employees intentionally violate the codes. Some of the reasons behind violation of ethical codes include selfish gains and ill motives (Kimmel, 2009). Engagement in actions such as sexual harassment by an employee is strictly prohibited in most organisations’ code of conduct. The organisation also clearly outlines the ramifications of such violation. However, due to careless self-interest, an employee may find him/herself violating ethical code of conduct through such dark-side behaviour (Appelbaum, Deguire, & Lay, 2005). In most organisations, sexual harassment is unacceptable and punishable under law if the aggrieved party feels the actions were injurious to them. A proven sexual harassment case will result in loss of job and legal action against an individual who engages in such behaviour. It will of course affect the work group due to the exit of the involved parties due to embarrassment or legal processes. The organisation will ultimately lose some employees who are costly to replace and also have its public image damaged to a great extent. Ethical codes are also found at the industry level in different sectors. Employees are expected to be familiar with ethical codes at the industry level as violation of the codes may cost the organisation directly or subjectively (Blenkinsopp, 2013). Violation of the codes mainly affects the marketing and customer relationship functions of a business. An employee may intentionally leak clients’ private information to a third party for a benefit from the third party. These actions can be blamed on the employee’s intentional violation of organisational and industrial codes (Blenkinsopp, 2013). It is a dark-side behaviour that will most likely result in suspension of the employee from employment, risk the firm being sued and ultimately ruin the firm’s reputation. Employees in the legal profession and telecommunications are particularly expected to adhere to a strict confidentiality code (Appelbaum et al, 2005). It is important, therefore, that organisations highlight the importance of industry ethical codes by employees to prevent actions that will result in great losses in revenue and reputation. Conflict Conflict in organisations can be interpreted as clash between the needs, values and interests of two or more individuals (Singleton, Toombs, & Taneja, 2011). Conflict may not always lead to negative implications. Conflict may be beneficial in terms of accommodating different views and perspectives regarding a subject in the organisation. The different perspectives provide dynamism and creativity which ultimately benefits the competitiveness and effectiveness of an organisation (Robbins, Judge, Millet, & Boyle, 2011). In most cases though, conflict impacts organisational effectiveness negatively. Conflict may be subtle meaning it does not result into violence. In extreme cases, conflict results in violence which affects individuals, work-groups and the organisation. Violent conflict may manifest itself verbally, psychologically or physically (Huang, 2010). Relationship conflict between employees is by far the most destructive form of conflict as compared to process and task related conflicts. Relationship conflict takes a personal dimension where personality, working styles and personal matters contribute to differences that can lead to conflict (Huang, 2010). If not well managed by the organisation or the individuals involved, relationship conflict reduces the productivity of the conflicting parties thus affecting organisational performance. If conflict within the organisation remains unresolved, cohesion and coordination within workgroups in the organisation will be affected (Morrison & Nolan, 2007). As a result, the work-group will not achieve its goals. The organisation will suffer losses in terms of unrealised objectives and loss of productivity (Griffin & Anne, 2004). If the organisation decides to eliminate the conflicting employees, it will affect work-group synergy and also incur replacement costs. Misunderstandings in the organisation between employees may result in verbal and psychological violence. Some senior employees may not be very accommodative of errors or different opinions from newer employees. Senior employees adopt a reprimanding or criticising behaviour that may constitute verbal or psychological violence. The senior employees hold so much power or influence in the organisation such that management indirectly supports their behaviour (Singleton et al, 2011). This is dark-side behaviour that has effect on the victims of such actions, the workgroups in the organisation and also on organisational effectiveness. An employee who is psychologically or verbally abused by others may develop fear, insecurity and stress. These negative implications will most certainly reduce the productivity of the victim. In addition, interpersonal relationships within work groups will be affected as employees have negative attitudes towards each other (Morrison & Nolan, 2007). The organisation will be at a disadvantaged position when individuals in workgroups cannot focus on strategic targets collectively. Unhealthy competition While competition in the workplace may be generally regarded as beneficial to a person’s career and organisation’s progress towards set targets, it may also have negative implications. The end product of competition and the effect on organisational effectiveness is what separates healthy and unhealthy competition. Healthy competition should help individuals grow their career development and achieve impressive results for the organisation. Unhealthy competition can be identified by loss of focus on organisation’s goals and ruined interpersonal relationships. Ultimately, an organisation that condones unhealthy competition between employees will most likely not achieve its objectives and goals (Millls et al, 2006). When employees start competing against each other in the organisation for benefits such as promotions and recognitions, it may result in direct and subjective costs to the individuals involved as also to the organisation (Richards, 2008). According to Singleton et al, (2011), employees who are constantly engaging in competition to outdo each other show signs of being under pressure to perform and impress. The pressure will most certainly affect employees’ psychological and physical health leading to issues such as absenteeism and antisocial behaviours at work and at home (Huang, 2010). Work related stress may also be a result of too much pressure to perform against the results of a comparable employee. Stress reduces performance and lowers employee job motivation. Cutthroat competition between employees may compromise the quality of work and relationships at work. The organisation will lose in terms of quality and quantity of employees’ productivity. Employees compromise quality and relationships by shifting focus on what is important to them without regard to organisational goals (Morrison & Nolan, 2007). Organisations cannot create value through collaborative efforts between competing employees. Competing employees find it difficult to collaborate, since they want to take credit for individual effort and not team effort. As a result, experiences, skills and expertise are not shared to benefit the organisation (Huang, 2010). Information is also not freely shared between competing employees resulting in inaccurate decision making. Lack of crucial information may lead to decision that amount to costly mistakes that will affect an employee’s career. Competing employees might as well mislead each other as a means to eliminate competition. Such actions create mistrust in the organisation (Morrison & Nolan, 2007). It is clear, therefore, that, while competing employees may serve their selfish gains by engaging in unhealthy competition, the organisation will be losing in terms of effectiveness and quality of output. The individuals involved may also cause psychological or career damages on each other (Richards, 2008). Internal competition should, therefore, be discouraged as it is a dark-side organisational behaviour that affects individuals, workgroups and at the end disadvantage the organisation. Conclusion From the analysis herein, it will be fair to draw the conclusion that dark-side organisational behaviour aspects result in impactful negative results. Intentional violation of ethical codes of conduct in organisations by employees leads to negative implications on individual employee, workgroups and the organisation. Violation of ethical codes usually occurs as employees seek to further their selfish interests. Actions such as sexual harassment and leakage of confidential information are examples of violation of ethical code of conduct. An employee can be dismissed or sued for such actions. This affects the employee directly and lowers productivity for the workgroup and the organisation. Engaging in conflicts is also a common dark-side organisational behaviour aspect. Violent and soft conflicts have the implication of causing disharmony between employees thus affecting personal development, group collaboration and organisational effectiveness. It is imperative, therefore, that organisations put in place effective conflict management systems that bring out positive results from conflicts much to the advantage of the organisation. Finally, unhealthy competition is also an example of undesired dark-side organisational behaviour aspect. Competition between employees should be eliminated, since there is no clear line between healthy and unhealthy competition when it comes to workplace competition. Unhealthy competition effects are clear; it results in loss of collaborative efforts, information hoarding by employees and mistrust between employees. It is critical, therefore, that organisational leaders should be actively involved in identification and elimination of dark-side organisational behaviour tendencies among employees to ensure sustained organisational effectiveness. References Appelbaum, S., Deguire, K., & Lay, M., 2005. The relationship of ethical climate to deviant workplace behaviour. Corprate Governance , 5 (4), pp.43-55. Blenkinsopp, J., 2013. The impact of ethics programmes and ethical culture on misconduct in public service organizations. International Journal of Public Service Management , 26 (7), pp.520-533. Griffin, R., & Anne, O.-K., 2004. The Dark Side of Organizational Behavior. John Wiley & Sons. 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