BEHAVIOURAL ISSUES IN

ORGANIZATION
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INTRODUCTION

O. B. is the behaviour of human being within the

organization. Organizational Behaviour has four key forces.
They are,

i. People

ii. Structure

iii. Technology

iv. Environment

People act in the organization in two ways: as individuals

and as groups. Human beings are characterized by individual
differences, selective perception, personal values, skills,
attitudes, etc. As a result issues arise in the organization.
These behavioural issues destroy the harmony within each
person, among people, among groups, and in the organization
as a whole. They really affect the performance of the
organization in all its levels.

DIFFERENT BEHAVIOURAL ISSUES

Several issues occur due to human behaviour in the

organization. The major issues emerging in the organization
are the following:

• Job Dissatisfaction

• Conflict in Organization

• Organizational Stress

• Lack of Morale
 • Organizational Politics

• Issues of Individual Difference

• Abusive Behaviour

• Harassment

• Liberalization

• Privatization

• Globalization

A. JOB DISSATISFACTION
Job satisfaction is the ultimate aim of every employee in an
organization. When employees are dissatisfied with their jobs,
lack job involvement, are low in their commitment to the
organization. Dissatisfied employees engage in
Psychological withdrawal (for example, day dreaming on the
job) and Physical withdrawal (examples are unauthorized
absence, early departures, extended breaks, work
slowdowns, etc.

ISSUES ARISING FROM JOB DISSATISFACTION

Employees might not receive rewards they were hoping for

and job dissatisfaction can result. Under these
circumstances, the employee exhibit one or more negative
behaviours. They are briefly explained as follows:

1. TURNOVER: Employees with lower satisfaction usually

have high rate of turnover. Such employees lack self-
fulfilment, receive little recognition, or experience
continual conflicts with supervisors/peers, etc. And finally
they leave their employers.

-ve Consequences:-

 Difficult to replace departed employees.

  Direct/indirect costs to organization of replacing workers
are expensive.

 Organization’s reputation in community sufffers.

2. ABSENTEEISM : Employees with low job satisfaction tend to

be absent more often.

3. TARDINESS : A tardy employee is one who comes to work but

arrives beyond the designated time.

4. THEFT : Some employees steal products, others use

company services without authorization.( eg. Distant calls)

5. VIOLENCE : This is regarded as the extreme consequence of

job dissatisfaction. It can take various forms of physical or
verbal aggression at work. The customers, strangers, etc. are
the victims of such violences.

B. CONFLICTS IN ORGANIZATION
Conflict can be defined as any situation in which two or
more people feel themselves in
opposition.Mostly it is an interpersonal process that arises
from disagreements over the goals to attain or the methods to
be used to accomplish those goals.

TYPES OF CONFLICTS IN ORGANIZATION

a) Intrapersonal Conflict:
Most conflicts occurs when an employee’s supervisor or
peers send conflicting expectation to him/her. As a result of
competing roles taken, intrapersonal conflicts emerges within
an individual.
b) Interpersonal Conflict:
When people deeply affect a person’s emotions,
interpersonal conflicts arises. It is due to the need to
protect self image or self-esteem from damage by others.
c) Intergroup Conflict:
 Intergroup conflicts are between different groups. Each
group sets out to undermine the other, gain power and to
improve its image. The resources are limited in
organization and are increasingly tight as organizations
struggle to be competitive.

C. ORGANIZATIONAL STRESS
Many people develop physical or emotional problems as a
result of stress. The stress inside the organization can be
temporary or enduring ; it is mainly caused by certain factors
at work or out of the workplace. The fact is that it can affect
employees at all levels of the organization. When it is too
severe or long-lasting, then it affects both the employee and
the employer.

The causes for the organizational stress can be the

following:

 work overload, time deadlines

 poor quality of supervision

 insecure job climate

 lack of personal control

 inadequate authority to match responsibilities

 role conflict and ambiguity

 difference b/w company & employee values

 frustration

 change of any type, when it is major/unusual

ISSUES FROM STRESS

1. BURNOUT: It is the situation in which employees are
exhausted, become detached from their clients and their
work, and feel unable to accomplish their goals. When
high intensity stress continues, our human body cannot
rebuild its ability to cope with stress. As a result people
 become physically or psychologically weakened. When
workers are burned out, they are more likely to complain,
to attribute their errors to others, and to be highly
irritable. Also this situation causes issues like turnover,
increased absenteeism, decreased job quality and quanity
of job performance.

2. WORKPLACE TRAUMA: This can be considered as the

disintegration of employees’ self-concepts and beliefs in
their capabilities. Workplace trauma is due to harassment
at work, wrongful termination, discrimination, etc. It can
result in severe moodiness, concentration difficulties,
alienation, tardiness, absenteeism, etc.

3. WORKPLACE VIOLENCE: The troubled employee takes

dramatic and harmful physical action against coworkers,
managers, or company property. These violent activities
leads to unprovoked fights, destruction of property, or
use of weapons to harm others (even murder).

STRESS AND JOB PERFORMANCE

“ Stress-performance model” explains the relationship

between the organizational stress and the job performance.
Stress is necessary for the performance in an organization. But
when stress is not controlled efficiently, then it will cause
problems and disorders.