Abstract
Current materials and resources, provided by the State of California's Department of Human Resources (CalHR), were examined to determine the extent to which they provide guidance to managers regarding practices for managing counterproductive work behaviors (CWBs). CalHR provides public access on their website (calhr.ca.gov) to training materials and resources for managing performance, but does not specifically address counterproductive work behaviors in these materials. Counterproductive work behaviors (CWBs) are voluntary and intentional behaviors which harm the organization. These behaviors can range from more minor behaviors such as pranks and bullying, to falsifying reports, sabotage and even theft (Chang & Smithikrai, 2010, Ng et al., 2015; Spector & Fox, 2002; Yang, Johnson, Zhang, Spector, & Xu, 2012). Literature in the area of CWBs was reviewed for practical implications related to reducing and managing counterproductive work behaviors. The findings from the literature focus on providing best practices to the CalHR and provide support for the recommendations for expanding the available training materials and resources on the CalHR website. The proposed training materials include a sample flow chart, a template for documenting CWBs, and a checklist for evaluating the scope of CWBs. Additional recommendations for training include performing a needs assessment to fully determine the extent of CWBs within the organization and the best method for reducing these incidents; suggesting training ideas for both managers and employees; and encouraging the use of exit surveys to collect valuable data regarding CWB rates, and antecedents. Finally, the project concludes with a discussion of the limitations of the project and directions for future research. The limitations include a discussion of the limited scope of the project as it applies to the State of California Department of Human Resources and the limited access to existing materials and resources. The directions for future research include suggestions for evaluating the effects of alternate work schedules on the rates of organizational outcomes such as CWBs and turnover rates. in an effort to reduce role conflict; and using exit surveys for providing valuable information regarding trainings and other human resource functions, strategic planning, and policy development.