Counterproductive Work Behavior: Investigations of Actors and Targets


Buy It Now!

Must-read book addresses harmful workplace behavior
(February 2007 Issue)

“Counterproductive Work Behavior: Investigations of Actors and Targets”
Edited by Suzy Fox and Paul E. Spector American Psychological Association Washington, D.C., 2005

By James K. Luiselli, Ed.D., ABPP, BCBA

The study of harmful behavior in the workplace remains a focus of attention by many social scientists. In this book, editors Suzy Fox and Paul E. Spector adopt the term, counterproductive work behavior (CWB) to explain "behaviors at work that harm employees and organizations." The chapters in the book address person-specific, victim, and organizational (systems) characteristics that account for relatively minor and significantly more serious work-related infractions.

In their introductory chapter, the editors highlight an "interactive" perspective when defining CWB. "Actor" variables concern personality constructs attributable to employees such as locus of control, trait anger and Type A impatience-irritability. "Target" variables relate to workplace demands, performance expectations and stressful job conditions. As echoed throughout the book, the commission of CWB almost always involves the interplay between actor and target.

The book has two sections, with seven chapters examining "actor perspectives" and five chapters considering "target perspectives." Despite differing vantage points, the authors generally agree about several key constructs. CWB, for example, is wide ranging, encompassing office incivility, theft, harassment, passive retaliation and aggression.

The many kinds of CWB chronicled in the book illustrate a complex and seemingly ubiquitous phenomenon.

Another defining characteristic of CWB is that it must be purposeful and not accidental. Volitional acts by employees may have the sole intent of causing harm or negative effects could be incidental. As one example, a disgruntled employee decides to ignore mandated safety procedures with no desire to injure others or damage property. Harm could still occur absent such motivation, the same way it could be produced by the malicious intent of another worker. Theories of etiology for CWB also are presented and explained within every chapter. The diversity of causal models is impressive, some based on well founded frustration-aggression and cognitive attribution hypotheses, and others linking emotional disregulation, perceived lack of control and environmental stress factors. Experts agree that there is no single unified theory to explain the CWB's many facets.

With knowledge about the causes of CWB, how do organizations cope with the problem and can it be prevented? There are no simple answers but the book describes some promising strategies. Some of the recommended methods are employment screening, creation of a positive work environment, unambiguous policies that deal with employee conflicts, easy access to employee-assistance programs and fostering worker "buy in" with the goals and direction of management.

This book is a must-read for professionals interested in and practicing occupational psychology, organizational consultation and preventive mental health services. The editors deserve kudos for assembling an impressive group of scholars who write persuasively about the multitude of issues that constitute CWB. It is an outstanding resource, which teaches as well as speculates, informs and questions and consistently points in the right direction.

James K. Luiselli is senior vice president, applied research, clinical training and peer review at the May Institute in Norwood, Mass.