CHAPTER 1

INTRODUCTION
Counterproductive behavior is employee behavior that goes
against the legitimate interests of an organization. These behaviors
can harm organizations or people in organizations including employees
and clients, customers, or patients. It has been proposed that a personby-environment interaction can be utilized to explain a variety of
counterproductive behaviors. For instance, an employee who is high on
trait anger (tendency to experience anger) is more likely to respond to
a stressful incident at work (being treated rudely by a supervisor) with
CWB.
The Trends of the Counterproductive Behavior term is to subsume
related constructs that are distinct. Workplace deviance is behavior at
work that violates norms for appropriate behavior. Retaliation consists
of harmful behaviors done by employees to get back at someone who
has treated them unfairly. Workplace revenge are behaviors by
employees intended to hurt another person who has done something
harmful to them. Workplace aggression consists of harmful acts that
harm others in organizations.
Lets talk about the problem regarding the Counterproductive
Behaviour, counterproductive behaviour has been a problem since
organizations have hired employees. Recently, there has been
increasing interest in explaining and addressing deviant behavior in the
workplace.
So what can we do to lessen this kind of problems regarding in
Counterproductive Behavior? In my opinion is identify first the ethical
orientation of each job candidate. For example when hiring individuals
who will be working face to face with the public, ask questions
pertaining to integrity and honesty then understand employee
perceptions. Creating a work environment with fair and equitable
policies while also treating employees with respect will engage

employees' involvement. Be a role model. When policies and

procedures are implemented within a facility, those in power need to
follow the same rules. limit the number of personal calls they make or
take per day.
PROCESS

INPUT

Profile of
Respondents

Age
Gender
Position
Length of
service

Strategies
Rules and
Regulation
Profer Training
Be a Role Model

Assessment of the
group respondents
through survey.

Questioner
Interviews
Documentary
Analysis
Gathering
Data

OUTPUT

Having a
Good
Employee
Increasing of
Growth rate
of the
company
Good
Discipline of
Employee

Research Paradigm
Conceptual Framework
In figure 1 show that the input refers to the profiles of
respondents in terms of age, gender, Position and Length of Service.
The Figure 1 paradigm shows the process through assessment of
the group of respondents through survey questioners, interviews,
documentary analysis and gathering of data.
The output is the effects if we reduce the Counterproductive
Behaviours is made the whole company good, Having a Good
Employee, Increasing of Growth rate of the company and Good
Discipline of Employee.

Statement of the Problem

The main problem of the study is to determine the counterproductive
behaviors manifested among the marketing professional of DBP
Service Corporation, Specifically it attempts to answer the following
Questions:
A. What is the Profile of the respondents as to:
A.1 Age
A.2 Gender

A.3 Position
A.4 Length of Service

B. How evident are the manifestations on the Counterproductive

Behaviors among the Marketing Professional?
C. Is there a significant relationship between the manifestation
of the counterproductive behaviors among the marketing professional
and their profiles?

Hypothesis
There is no significant difference on the assessment on the group
of respondent on the Counterproductive Behaviours because they
meet the individuals Expectation.

Significance of the study

The study focused on explaining the Counterproductive
Behaviours manifested among the Marketing Professional of DBP
Service Corporation . Moreover, the results of the study will be
beneficial to the following:
1. DBP Service Corporation - this research will help them to become
knowledgeable the number of applicants, or percentage of total
applicants, its services ratings.
2. Employers- This study will help them on how to use the strategies
wisely and effectively
3. Respondents- The respondents will have awareness on the
importance of IMC

4. Government- this study is important to them because they are

the only one who collected taxes in all kinds of business. they are
also funding some agencies to make the agencies attract
applicants
5. Researcher- this research will be their guidelines soon on how to
make thesis and the right format.

Scope and Limitations

This study is limited to the profile of respondents in terms of age,
gender, Position and length of service. The respondents of the study
were composed of 100 randomly, selected Employees and applicants
of DBP Service Corporation
The venue of the DBP Service Corporation 2 nd floor EBC Bldg, Gil
Puyat Avenue, corner Makati avenue, Makati city,
The period covered is year 2015.

Definition of terms:
We use the terms above and we give the meaning of it for easy
to understand for readers.
1. Aggression- hostile or violent behavior or attitudes toward
another; readiness to attack or confront
2. Behavior- the way in which one acts or conducts oneself,
especially toward others.
3. Counterproductive- having the opposite of the desired effect.

4. Counterproductive behavior is employee behavior that goes

against the legitimate interests of an organization.
5. Deviance- the fact or state of departing from usual or accepted
standards, especially in social or sexual behavior.
6. Employee A person employed for wages or salary. Especially in
non executive level.
7. Employer A person or organization that employs people.
8. Manifested- display or show (a quality or feeling) by one's acts or
appearance; demonstrate.
9. Organization- A social unit of people that is structured and
managed to meet a need or to pursue collective goals.
10.
Paradigm - is a distinct set of concepts or thought pattern,
including theories.
11.

Retaliation is an act of revenge.

12.
Researcher - is someone who conducts research, i.e., an
organized and systematic investigation into something.
13.
Respondents - a person who replies to something, especially
one supplying information for a survey or questionnaire or
responding to an advertisement.
14.
Workplace- a place where people work, such as an office or
factory.
15.
Workplace deviance- refers to deliberate, malicious
attempts to sabotage an organisation by causing problems in the
workplace.
16.
Workplace revenge are behaviors by employees intended to
hurt another person who has done something harmful to them.

17.
Theoretical framework - is the structure that can hold or
support a theory of a research study. It introduces and describes
the theory that explains why the research problem under study
exists.

This theory is anchored by the book written by M.R

Hechanova, M Teng-cALLEHA, & V. Villaluz (2014)
entitled Understanding the Filipino Worker and Organization.
Counterproductive behaviors have been defined as a
behavior that explicitly run counter to the goals of an
organization. The most commonly studied counterproductive
behaviors have benn tardiness and absenteeism and their impact
on organizational commitment and withdrawal; alcholism and its
relationship with increased absence from work; and the effect of
substance abuse on work performance and increasing
antagonistic behaviors.
Other forms of counterproductive behavior include gambling
in the workplace (such as using the internet to gamble), its
financial, legal, and psychosocial consequences on the employee,
and the adverse effects on the workplace ; as well as how
employees plan and commit theft. Recently, western literature
began to focus on less common counterproductive behaviors. One
of them is gossiping and its impact on organizational influence

and on the dynamics of organizational power. Another is racial

discrimination and how its affects supervisor satisfaction and the
perceived organizational tolerance of discrimination. Other topics
include harassment and how it is gender and ethnicity,f avoritism,
and the organization's moral compass, workplace bullying, and
even how red tape alenates dysfunctional managers.

CHAPTER 2
Related Literature and Studies
FOREIGN LITERATURES
(Mann et al., 2012: 143) Counterproductive behaviors have been
classified based on different views in the literature. For example,
theft, destruction of property, misuse of information, misuse of
time and resources, unsafe behavior, poor attendance, poor

quality work, alcohol use, drug use, and inappropriate physical

actions, lateness, rude and cynic behavior to workmates like etc.
(Brooks, 2012: 238). Because of the counterproductive behaviors
significance and its costs, these behaviors properly manage by
the organizations and managers. However, organizations make an
effort to identify factors which are conducive to such behaviors.
(Biron, 2010: 876). Researches in this area suggest that two group
of factors are causes of counterproductive behaviors in
organizations. These factors are based on individual-related
factors and organizational-related factors. The individual-related
factors
include
conscientiousness,
negative
affectivity,
agreeableness, moral philosophy, age, gender, education level,
seniority,
marital
status
and
emotional
intelligence.
Organizational-related factors comprise organizational justice,
perceived organizational support, social pressures to conform,
negative and untrusting attitudes from managers/co-workers,
disagreement with organizational goals and expectations,
ambiguity about jobs, management styles, organizational ethical
climate.
(Mann et al., 2012: 142; Klotz and Buckley, 2013: 115). In recent
years, counterproductive work behaviors research has proliferated
in organizational behavior literature. Counterproductive behavior
broadly are defined as unproductive activities that are damaging
to organizational goals and harmful to the organization by directly
affecting its functioning or property, or by hurting employees in a
way that will reduce their effectiveness
(Robinson and Bennett., 1995) defined counterproductive
behaviors as voluntary behavior that violates important
organizational norms and threatens the well-being of
organizations, its members, or both
FOREIGN STUDIES

(Fagbohungbe et al., 2012: 208) Today, counterproductive

behaviors have become an important concern for organization
because of their impact on organizations and employees. Several
researchers documented that counterproductive behaviors have
financial, social and psychological effects on both organizations
and employees.
(Brooks, 2012: 238). In other words, counterproductive
behaviors induce increasing organizational costs, decreasing
commitment,
organizational
citizenship
behaviors,
and
productivity. On the other hand, it brings about lateness,
absenteeism and turnover. Because of the counterproductive
behaviors significance and its costs, these behaviors properly
manage by the organizations and managers. However,
organizations make an effort to identify factors which are
conducive to such behaviors.
Counterproductive behaviors have been classified based on
different views in the literature. For example, theft, destruction of
property, misuse of information, misuse of time and resources,
unsafe behavior, poor attendance, poor quality work, alcohol use,
drug use, and inappropriate physical actions, lateness, rude and
cynic behavior to workmates like etc. (Mann et al., 2012: 143).
Because of diversity, there has even been disagreement about
these behaviors. This lack of agreement means that researchers
use different theoretical frameworks to discuss these behaviors.
Therefore, typology of counterproductive behaviors is most widely
used in organizational behavior researches since it includes all of
these behaviors. However, this typology has allowed researchers
to present and discuss the information in an organized way and it
presents broad and comprehensive perspective (Everton et al.,
2007: 119). In addition, this typology can be used to classify
counterproductive behaviors according to organizational climate
(Appelbaum et al, 2007: 589). Consequently, we will examine
counterproductive behaviors in accordance with Robinson and
Bennetts typology. With reference to this typology, there are two
specific types of counterproductive behaviors. One of them is

interpersonal counterproductivebehaviors aimed at individuals;

the other is organizational counterproductive behaviors targeting
the organization (Klotz and Buckley, 2013: 115).
Interpersonal counterproductive behaviors: these
behaviors are displayed between individuals in the
workplace and involve behaviors such as: belittling others,
playing pranks on others, acting rudely, arguing, and
physical aggression. Interpersonal-directed aggression
includes minor normative violations labelled as political
deviance (i.e., favoritism and gossip) and serious violations
labelled as personal deviance (i.e., verbal abuse etc).
Organizational counterproductive behaviors: these are
directed against the organization and include such actions as
stealing,
withholding
effort,
sabotage,
lateness.
Organizationaldirected aggression, on the other hand,
includes minor normative violations labelled as production
deviance (i.e.,leaving work early and taking excessive
breaks) and serious violations labelled as property deviance
(i.e., sabotaging equipment and stealing) (Appelbaum et al.,
2007: 587-588; Scheuer, 2010: 7; Yen and Teng, 2012: 2).

Methodology

The way in which research is conducted may be conceived of in terms of the

research
strategy employed and so the research instruments utilized in the pursuit of
the goal the research objectives and the quest for the solution of the
problem. We have outlined our research questions and objectives in chapter
1. The purpose of this chapter is to:

Expound our research strategies, including the research methodologies

adopted.
Introduce the research instruments that we have developed and
utilized in the pursuit of our goals.

Research Method

Descriptive type of research used to describe the following situations.

Used of questionnaires to solve the questions that are outlined in
chapter 1. It is also known as statistical research, describes data and
characteristics about the population or phenomenon being studied.
Descriptive research answers the questions who, what, where, when
and how. Thus, on the basis of the above, the two research designs
were appropriate for the present study as it was important to gauge
the various project specific risks that impact the software projects and
also understand the dynamics of organizations climate on these

software projects. The focus of qualitative research is not only to

describe but also to analyze the study.

Sampling procedure
The group used Simple Random Sampling. In this sampling
technique, the group got random samples in a population which
was composed of several McDonalds product consumers that is
70 persons regardless of their genders.
Instrument and techniques Used
1. Questionnaire- this is a list of planned, written questions,
related to a particular topic with space provided for
indicating response to each question intended for submission
to a number of people for a reply.
2. Interview- this is a purposeful face-to-face relationship
between person, one called the interviewer who asks
questions to gather information and the other one called the
interviewee or the respondent who supplies the information
asked for.
3. Documentary Analysis- is a form of qualitative research in
which documents are interpreted by the researcher to give
voice and meaning around an assessment topic. Analyzing
documents incorporates coding content into themes similar
to how focus group or interview transcripts are analyzed.

4. Observation- is a type of correlational (i.e., nonexperimental) research in which a researcher observes on

going behavior. There are a variety of types of observational
research, each of which has both strengths and weaknesses.
Data Gathering Procedure
The data for this research were collected using a survey
questionnaire. The survey as created using suitable questions
modified from related research and individualquestions formed by
the researcher. The survey was comprised of several questions,
which were related to the participants perception regarding
McDonalds. In the questionnaire. After the professor validated the
questionnaire, these were distributed to the Random Samples
that are consuming the product.