This intriguing new volume provides an understanding of the various forms of antisocial behavior in the workplace and how they can be identified and managed--if not prevented altogether. Antisocial Behavior in Organizations includes analysis of the role of frustration in antisocial behavior, and discusses issues such as employee revenge, aggression, lying, theft, and sabotage. Whistle blowing, litigation, and claiming are also explored as types of behavior that may be considered antisocial even though their stated goal is perhaps prosocial. The book concludes by making connections between antisocial behavior and organizational climate--addressing the need for modification in the workplace to reduce antisocial behavior. Academics, students, and practitioners in the fields of management, industrial/organizational psychology, sociology, social psychology, legal studies and criminal justice will appreciate this collection of original essays written by well-respected experts.

'Anti-social behaviour' has become a label attached to a huge range of nuisance and petty crime, and rarely out of the headlines as tackling this problem has become a central part of the British government's crime control policy. At the same time 'anti-social behaviour' has provided the lever for control mechanisms ranging from the draconian to the merely bureaucratic, most notably in the shape of the Anti-Social Behaviour Order, or ASBO. This book seeks to explain why anti-social behaviour, as a focus of political rhetoric, legislative activity and social action, has gained such a high profile in Britain in recent years, and it provides a critical examination of current policies of enforcement and exclusion. It examines both the political roots of the variety of new measures which have been introduced and also the deeper social explanations for the unease expressed about anti-social behaviour more generally. This updated new edition of Making People Behave takes full account of recent legal and policy changes, including the 'Respect' agenda, as well as relevant research on the subject. It also contains two wholly new chapters, one of them devoted to the expanding web of behaviour controls, the other on Scotland which provides an alternative to the enforcement-oriented approach evident in England and Wales – complementing the wider coverage in the book of developments in North America and Europe.

Moral behavior is subject to socially accepted moral norms and also has a pervasive influence on organizational performance. With the emergence of ethical issues found in organizations, practitioners and scholars pay increasing attention to ethics management. Therefore, workplace moral behavior (e.g., pro-social behavior and organizational citizenship behavior - OCB) and immoral behavior (e.g., interpersonal abusive behavior, deviant/counterproductive behavior, and unethical pro-organizational behavior) have also received substantial research interests over the past decades. To date, the most common framework used to study moral behavior has been the cognitive approach, with abundant evidence demonstrating that emotion and cognition are the two core elements in generating and influencing workplace (im)moral behavior. However, limited studies have been conducted to explore the emotional/cognitive processes or integrative moral emotion-cognition system relevant to workplace moral behavior. Despite our knowledge of the antecedents and consequences of workplace (im)moral behaviors, more research on the generating mechanism, influencing mechanism, transformation mechanism, and governance strategies is needed. For example, it is unclear how exhibiting (im)moral behavior in the workplace would impact the actor’s and the third-party observer’s emotions, thoughts, feelings, and subsequent behavior. Besides, the question of whether ethical/unethical leader behavior would trigger a “trickle-down effect” is underdeveloped, which refers to the fact that how the behavior or perception of the top leaders affects employees from top to bottom along the formal vertical power chain. In addition, we have little knowledge on when, how, and why the ethical employees (the so-called “good soldiers”) would engage in workplace immoral behavior, and vice-versa.

This book identifies potential support for workplace victimization through an examination of employee’s needs and needs-based motivation theories. Based on contemporary research in victimology and long-standing needs-based theories, it outlines how workplace bullying victims’ needs can be identified and how victims of workplace harassment can be empowered through the development and attainment of their unmet needs. The volume will be of interest to practitioners at the intersection of organizational and forensic psychology practitioners examining lacking needs as motivators for workplace bullying or harassment.

With more than 300 articles, the Encyclopedia of Career Development is the premier reference tool for research on career-related topics. Covering a broad range of themes, the contributions represent original material written by internationally-renowned scholars that view career development from a number of different dimensions. This multidisciplinary resource examines career-related issues from psychological, sociological, educational, counseling, organizational behavior, and human resource management perspectives.