Many organizations tend to blame destructive behaviors on the individual, while failing to consider the actions of managers or the climate that’s been fostered at all levels of the company.
New York, NY (PRWEB) February 15, 2013
Employers lose $50-200 billion annually thanks to employee theft, fraud, embezzlement, and vandalism. Workplace bullying is becoming a major public health concern with an estimated 71.5 million workers affected.
The business costs of harmful workplace behaviors can be devastating, yet many leaders and HR professionals fail to recognize the connection between counterproductive work behavior and the risk factors of a company’s culture. A new white paper from CCA, Inc., offers tools and advice to help organizations tackle the problem head-on.
The article is titled “Human Capital Risk: Links between Organizational Factors and Counterproductive Workplace Behaviors.” It can be downloaded by visiting http://www.ccainc.com/news-center/thought-leadership/position-papers.
“When negative workplace factors are combined with poor people practices, bad things always happen,” explains Robert Levy, president of CCA. “But many organizations tend to blame destructive behaviors on the individual while failing to consider the actions of managers or the climate that’s been fostered at all levels of the company.”
Authored by CCA’s team of workplace experts, the paper examines the entire “rogues gallery” of risk factors -- including overworked employees, corporate power struggles, abusive managers and a lack of company structure – as well as their connection to workplace bullying, harassment and violence. It illustrates the nationwide dilemma with examples of poor behaviors and their typical consequences: lawsuits, employee turnover, absenteeism and low productivity.
Readers will also learn the financial costs of harmful workplace behavior and the opportunities of Human Capital Risk Management (HCRM), an emerging field. HCRM is a research-based system designed to identify and assess the risks associated with people and behaviors, in order to help employers anticipate and reduce such risks.
“When organizational risk factors are well managed, organizations and their people benefit,” added Levy. “Factors such as emotional support, job autonomy, workplace resources and a sense of meaningfulness in the work itself have been linked not only to lower rates of destructive behaviors but also to higher work quality and employee engagement.”
Founded in 1984, CCA is a pioneer of Human Capital Risk Management, delivering innovative services and solutions that help people and organizations cope with risk at every level—through crisis, performance barriers, relationships, substance abuse, and through challenging events that hold back a company’s momentum. CCA works with companies worldwide to help them minimize the risk associated with their greatest asset—their people – and to promote a flourishing workforce culture. For more information, call 212-686-6827 or visit http://www.ccainc.com.
EL Media for CCA