Work Place Well Being, Orgaisational Performance Observation Counter Productive Work Behaviours

Abstract

This study offers a thorough analysis and discussion of counterproductive work behavior, laying the groundwork for future research and offering fresh insights and ideas. It also helps to develop a more thorough understanding of the factors that contribute to counterproductive work behavior and how its mechanisms operate. This research examines the definition of unproductive work conduct, its method of action, and its impacts. It also examines the potential that, in the setting of contemporary society, certain pressures might result in counterproductive work behavior. Three primary categories of stressors are listed in this study: interpersonal conflict, organizational injustice, and organizational constraints. Their definitions are discussed, and their causes are analyzed from various angles. Lazarus and Folkman's Psychological Stress and Coping Theory is cited from the psychological perspective. Furthermore, growth mindset, self-efficacy, mindfulness, and yoga are other related processes and therapies that have also been postulated as potential stress regulators; however, further research and debate in this area are required. Performance within a company and employee well-being are closely related. This study examines the crucial link between these two components and looks at how workplace policies might reduce counterproductive work behaviors (CWBs) and promote well-being.

The study looks at the relationship between organizational characteristics and worker well-being. It explores topics like work-life balance, job security, task management, and healthy workplace cultures. These elements' effects on worker morale, engagement, and general well-being are investigated.

Additionally, the study looks at how negatively CWBs affect organizational performance. It examines the several types of CWBs, including sabotage, rudeness, presenteeism, and absenteeism. The study investigates the ways in which CWBs lower morale at work, raise expenses, and reduce productivity. The identification of the relationship between CWBs and well-being is the central thesis of the study. It looks at how a happy and encouraging workplace may promote workers' well-being, which in turn reduces CWBs and boosts organizational performance.

The findings of this study have important ramifications for organizational growth. Through comprehending the relationship between well-being, performance, and CWBs, employers may put plans into action to establish a vibrant workplace. These tactics might include encouraging an open line of communication, encouraging work-life balance, and offering chances for personal development. Organizations may foster a more productive, happy, and successful work environment by prioritizing the well-being of their employees.