Organizational Misbehavior

OMB is any intentional action by

members of organizations that
defies and violates:
Shared organizational norms and
expectations.
Core societal values and standards
of proper conduct.

Basic Types of OMB

Type S:
Misbehaviors that are intended to benefit the self.
Mostly internal to the organization and usually
victimize the employing organization or members.
3 categories of internal targets:
The work itself.
The organizations property, resources, symbols
or regulations.
Other members.
Ex. Distorting data, stealing and selling
manufacturing secrets, or harassing peers.

Basic Types of OMB

Type O:
Misbehaviors that primarily intend to
benefit the members employing
organization as a whole.
Mostly external in nature, usually directed
toward outside victims such as other
organizations, social institutions or
customers.
Ex. Falsifying records in order to improve
chances of obtaining a contract for the
organization.

Basic Types of OMB

Type D:
Misbehaviors that intend to inflict damage and be
destructive.
Can be either internal or external.
Whereas the intention behind Type S and Type O is
to benefit an organization, Type D is to hurt others
or the organization.
May be perpetuated by members either on their
own initiative or on behalf of significant others.
Ex. Sabotaging company equipment or revenge is a
response to perceived or actual mistreatment.

Core Antecedents of OMB

Individual Factors:
Individuals differ in their propensity to
engage in the forms of misbehavior in terms
of values, attitude, and personality traits.
Organizational Factors:
Organizations differ in terms of the
contextual conditions, at both the task and
organization levels.
This also affects the propensity of a member
to engage in work related misbehavior.

OMB Model

Individual Factors
Personality:
Degree of sociopathic predisposition.
Disregard for social norms and obligations
without the inhibiting experience of guilt.
Level of moral development of an
organization member.
How does this affect managers engaging
either in ethical or unethical behaviors?
Both normative and instrumental component
of the model.

Individual Factors
Person-Organization Value
Congruence:
The degree to which personal values held
by the individual are consistent with core
organizational norms and values.
The higher the congruence, the more likely
a member is to identify with a referent
social unit and be guided by its values and
norms.
Normative component of the model.

Individual Factors
Generalized Value of Loyalty and Duty:
A personal value acquired in the process of
primary socialization.
Represents a generalized sense of duty
and obligation.
Belief by individuals that they have a moral
obligation to exhibit loyalty in all significant
social situations in which they are involved.
Normative component of the model.

Individual Factors
Personal Circumstances:
If an individual faces a compelling need or
deprivation, he might be more inclined to
engage in misbehavior that my help them
resolve such needs.
Instrumental beliefs about the value of the
ensuing consequence helps to guide the
misbehavior.
Partially determine ones tendencies to
engage in OMB.
Normative and instrumental

Individual Factors
Dissatisfaction of Personal Needs
by the Organization:
When individuals perceive being
mistreated by their employing
organizations, the valence of selfbenefitting misbehavior may increase.
Affects the instrumental component but
can indirectly contribute to normative
forces.

Organizational Factors
Built-in Opportunity:
Certain jobs involve operations for
which control is inherently difficult for
monitoring transactions or inventory.
Can lead to misusing or taking
advantage of organizational
resources.
Instrumental component of the
model.

Organizational Factors
Control Systems:
Appraisals, reward and disciplinary
systems, or special monitoring
arrangements are more effective at
controlling behavior than others.
Both oppressive and lax controls may
contribute to OMB.
May have a direct impact on
members instrumental considerations.

Organizational Factors
Organizational Culture:
A construct denoting the extent to which members
share core organizational values.
Normative influence.

Organizational Cohesiveness:
Pressure for cohesive social units to adhere to the
norms of conduct are extremely high.
Normative influence.

Organizational Goals:
These goals are closely associated with
organizational values and expectations.
Normative influence.