Today’s workforce is looking for more than just tasks to do and a paycheck. Many employees want to be part of a bigger picture, be proud of the contribution they make, and have work/life balance. There is a lot that goes into developing an organizational culture that is productive and aligned with company goals and vision. However, fit in organizational culture is much like compatibility in a
relationship—while for some that set of qualities may be the perfect match, for others the profile is less than ideal. Along with developing a strong organizational culture and defining the components that represent it, industrial/organizational (I/O) professionals often encounter problems of counterproductive workplace behavior and are charged with finding viable ways to resolve it.

• Who is responsible for establishing and communicating organizational culture? How does organizational culture relate to organizational performance?
• Your boss wants to increase employee motivation. The group of employees in question is primarily customer service representatives at a communications company. Suggest and support at least one monetary and one nonmonetary method for motivating this group.
• At this same communications company, you notice a lot of counterproductive work behavior. Specifically, employees are spending about 18% of their work time on unrelated websites, usually related to shopping or social media. Employees also spend about 7% of their work time away from their phones, typically talking to other employees at their workstation. Of the thirty employees working, only six are engaged in active work activities for over 90% of the day. How do you address these issues of counterproductive work behavior?
• Does it matter whether an employee is satisfied? What evidence supports your view?

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