Employee Behavior

Employee Behavior

 Introduction

In most organizations, employee behavior should align with universal professional behavior implied in the conditions and terms of employment. The standards are similar in most workplaces upholding respectful employee relationships. If the employees understand the policies and procedures regulating the workplace, they are expected to behave appropriately. Employee behaviors also share the workplace culture as required in the organizational structure and guidelines. For instance, the code of conduct offers a comprehensive summary of the expected behaviors of the employees (Hellriegel & Slocum, 2008). In addition, most organizations require the employees to sign the code of conduct agreement upon employment into the organization.

Any employees who violate the standards he or she is subject to disciplinary actions that have severe consequences. Mostly, the punishment is progressive whereby employees may receive subsequent warnings, written letters, and then termination from the organizations. In order ensure the employee are aware of their behaviors, organization involves them in the rewritten of rules and regulations relating to their behavior in the workplace (Elias, 2013). For example, employees would like to include actions such as social media gossips not included in the organization’s standards and policies. Therefore, the paper provides a detailed report on dimensions of employee behavior as well as relevant procedures to enhance employee behavior in the organizations.

The subject of employee behavior remains essential in the overall management of the different organizations. The employees must all times follow the company’s policies and stipulations to avoid any violations. It is important to maintain appropriate employee behavior in the workplace.  Most of the employee behaviors are outlined in the job descriptions and the organization’s standards and policies. However, the expected employee behaviors may be unwritten that implies the socially acceptable actions in the society. People diagnosed with cognitive impairment conditions including spectrum disorder and other conditions such as anti-social personality disorder may behave inappropriately (Werner & DeSimone, 2008). Some of the unacceptable employee behaviors include the criticism of co-workers, being rude to the client, acting with disrespect, unacceptable touching, selfishness attitude, and aggressive while communicating with the co-workers among others. Therefore, the management should engage in increased awareness of the positive behavioral actions needed. It can be achieved by engaging relevant strategies and support in the organizations.

With the current perspectives of dynamic structural frameworks of employee behavior, the social media content is appropriate for employers to monitor the actions for the employees in the workplace. This indicates the aspects of trade-offs of employees between social media and work related content in the organizations. Some of organizations use the social media platforms for marketing purposes to expand external reputation.  However, the employees are required to use the social media for work related aspects rather than for leisure purposes. Multiple literatures have been written to analyze the aspects of employee behaviors in the society.  Sims (2002) concludes that employee behavior aspects of sales and marketing structure of the companies as it defines the capability of the workers to produce more products and services.

Ways of Enhancing Ethical Employee Behavior

            Corporate misconduct has increased in many organizations, but surveys on employee behaviors appreciate he need to follow the ethical standards stipulated in the employment terms and conditions. The employee behavior ethics cannot only be provided by the elimination of the unethical issues, but also by training the employees on the ethical behaviors (Hellriegel & Slocum, 2008). The good companies understand the need to train the employees on the workplace ethics. The companies can use three important steps in eradicating unethical employee behaviors in the workplace. The first step is to determine the potential areas of negative ethics among the employee. It involves examining the behaviors and qualities of the employees towards promoting god ethics and actions in the workplace. Hire business management help writer online. The individual traits of the employees are examined to determine whether the employees have a personality that fits the organization’s needs.

Employee diversification is also important in reducing the cases of negative employee behavior. Today, most companies are looking to hire employees from different nationalities and ethnic backgrounds. The diverse employees bring synergy and cooperation in the workplace.  Under the first step, Hellriegel and Slocum (2008) provide that engaging in international corporate relationships is crucial. Even though dealing with the different international companies, the ethical behaviors may vary. The employees are exposed to different ethical aspect giving them a better understanding of employee behavior. It is also crucial to understand how unethical influences affect the productivity and performance of the organizations (Sims, 2002). Second, the employee behavior in the workplace can be shaped by the application of positive workplace behaviors. When the management comes up with relevant workplace behavior ethics, the employees are understand the appropriate ethical behaviors and actions needed. Some of positive ethical practices include strong corporate image, professionalism, honesty, trust, and responsibility. The concept of responsibility insists that the employees should work on their roles and duties as indicated in the job descriptions. Since, the employee behavior should be made accountable to completion of the job responsibilities and duties.

 In addition, the management should be able to trust the employees to make informed decisions in the business scenarios. Honesty is a crucial positive workplace ethics that important the overall positive perception of the employees on the organization. Finally, the organizations are expected to continue training ethics in the workplace. The current workplace is dynamic and requires the employees are adjusting to environment (Abiodun, 2010). Continuous ethics training helps the employees to refocus on the core aspects of the ethical employee actions. The need for employee ethical behavior is always going to exists among the organizations. The organization should invest heavily in training and instilling actual ethics training and programs. Such ethics programs provide the employees with the strategy on how to act and react to the various business scenarios.

The employee engagement calls for commitment necessary to promote improved decision-making and the overall organization’s culture. Employee engagement is a relevant aspect in promoting the employee behaviors and actions in the society. The main purpose of the organization is developing trustful and confidence leads in the workplace. It also supports employee discretionary efforts understood as an essential incentive for ethical behavior (Elias, 2013). Employee engagement advocates for an appropriate ethic cultures in the organizations. The creation of an appropriate culture is relevant in ensuring that all employees understand the actions and behaviors expected of them by the management. The extent of organizations standards is defined by the ethical culture in an organization. The management expects more employees to be accountable for their actions with integrity.

Most importantly, the management is should set up appropriate ethical behavior models. It involves the ethical standards to be employed in the overall management of the company values and integrity. Thus, setting relevant behavior model is crucial in supporting the overall ethics in the workplace. Gouthier and Rhein (2011) discusses on the need to score and design indices required for making observations and reports regarding employee behaviors. In terms of employee promotion to leadership, the employee behavior is a major consideration. As a result, cases of ethics training in most organizations have increased as well as inclusion of ethical conduct in the performance measurements and employee evaluations. The companies are increasingly careful to impose better conditions to promote accountability and discipline among employees. It also promotes ethical commitment that supports ethical conduct in the organizations.

In spite of the provisions of employees to follow certain standard actions, there is employment tribunals set up to protect the employment rights as well as equality in the workplace. The employment tribunals organized consultation between the employers and employees to resolve the workplace disputes. Most important, it deals with unethical behaviors committed by employees includes corruption and embezzlement of funds (Elias, 2013).  Employee behavior is crucial in the workplace and thus the policymakers have come up with various initiatives to encourage employees to act appropriately.

There is no adequate evidence to confirm that employee personalities and behavioral perspectives influence their actions in the workplace. However, it is recognized that personality is a major factor that shapes the employee behaviors. It determines the employee’s interactions and relationships with other employees within the management and institutional frameworks. The intervention of the employment tribunals and other negotiations bodies appreciates the significance of employee behavior in the organizations. Based on the study by Robbins and Judge (2012), it suggests that employees who act appropriately are less likely to cause workplace conflicts. Workplace conflicts affect the relationships between the employers and employees. 

The employees and employers face conflict situation on the acceptable behaviors in the workplace.  The costs of resolving such conflicts are equal to the costs of not handling the issues.  Many observations have been that many conflicts arise from the job tasks assigned to the various employees in the organizations. Studies indicate that close to 30 to 40 per cent of the manager’s duties is to resolve employee inappropriate actions to the organizations (Wallace, de Chernatony, & Buil, 2013). The manager must be patient to resolve many inappropriate actions committed by the employees in the workplace in order to enhance productivity and influences other employees.  The inappropriate employee inhibits performance of the firms. Even it would be difficult to have perfect employee behavior, the employees should seek to create acceptable actions within the workplace. This promotes their personal interests and the overall productivity of the organizations (Griffin & Moorhead, 2009).

In most situations, the management has a crucial role to play in instilling good employee behavior. Since, the management is responsible for design regulations and rules that governs the behavior of the employees. Favorable policies and regulations make it easy for the employees to act appropriately (Raines, 2012). Also, the behavior of employee is directed by their emotions. Emotions are essential aspect of determining the behaviors and actions of the employees in the organization. In any interactions between, emotional communication is usually exposed. Thus, the management should not hurt the emotions of the employees to instill honest exchanges and boundaries. All employees have the right to be treated with respect as they treat the co-workers and the employers with respect too. The creation of strong relationship between the employers and the employees facilitate improved employee behavior (Robbins & Judge, 2012). It reduces the cases of inappropriate employee action such as bullying and rude responses to the clients. As a result, the managers are tasked with the role to create a culture that promotes respect for the employees.

Conclusion

 Employee behavior identifies the universally acceptable codes of conduct in the workplace. Most organizations indicate the expected employee behaviors in the conditions of employments. Any violations of the employee standards subject the employees to punishment such as suspension and termination from the job. There are some employee behaviors that can be classified as inappropriate including selfish attitude, aggressive discussion with co-workers, disrespectful actions, and rude interactions with the clients and poor communication with the co-workers. Although the managers might advocate for the elimination of inappropriate employee behaviors, they are required to train the employees on the expected actions within the organization including respect and integrity. The company managers have a duty to influence good employee behaviors in various ways. For instance, the managers could come up with appropriate regulations and rules that dictate the acceptable actions in the organizations. It is also important to create strong relationships between the employers and employees as it promotes the expected behaviors among the employees.

References

Abiodun, R. (2010). Leadership behavior impact on employee's loyalty, engagement and organizational performance: Leadership behavior and employee perception of the organization. Bloomington, IN: AuthorHouse.

Elias, M. S. (2013). Deviant and criminal behavior in the workplace. New York, NY: NYU Press.

Gouthier, M. H., & Rhein, M. (2011). Organizational pride and its positive effects on employee behavior. Journal of Service Management., 22(5), 633-649.

Griffin, R., & Moorhead, G. (2009). Organizational behavior: Managing people and organizations. Boston, MA: Cengage Learning.

Hellriegel, D., & Slocum, J. (2008). Organizational behavior. Boston, MA: Cengage Learning.

Raines, S. S. (2012). Conflict management for managers: Resolving workplace, client, and policy disputes. New York, NY: John Wiley & Sons.

 Robbins, S. P., & Judge, T. A. (2012). Organizational Behavior 15th Edition. Upper Saddle River, NJ: Prentice Hall.

Sims, R. R. (2002). Managing organizational behavior. Santa Barbara, CA: Greenwood Publishing Group.

Wallace, E., de Chernatony, L., & Buil, I. (2013). Building bank brands: How leadership behavior influences employee commitment. Journal of Business Research., 66(2), 165-171.

Werner, J., & DeSimone, R. (2008). Human resource development. Boston, MA: Cengage Learning.