UNDERSTANDING

THE FILIPINO WORKER

AND ORGANIZATION
 CHAPTER 9

COUNTERPRODUCTIVE BEHAVIOR

*published in “Understanding the Filipino Worker and Organization” by M.R. Hechanova, M. Teng-Calleja, & V. Villaluz
(2014, pp. 121-133), printed in Quezon City, Philippines by the Ateneo de Manila University Press

EMPLOYEES ARE IMPORTANT

An Overview of Western Literature

121
122 UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION

Counterproductive Behavior in Philippine Organizations

Employee Turnover and Burnout.

Predictors of Turnover.
Counterproductive Behavior 123

Turnover, Job Fit, and Organizational Commitment.

Burnout.
124 UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION

Relational Aggression.

Rumors.

Silent Treatment.

Backstabbing.
Counterproductive Behavior 125

Sexual Harassment.

Discrimination.

Gender Discrimination.
126 UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION
Counterproductive Behavior 127

School Discrimination.

Prevalent Counterproductive Behaviors in the Philippine Workplace.

128 UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION

Workplace Application 9-1: Discipline Without Punishment

in the Ditus Sapientia Holdings Corporation
Melissa Bugagao and Ralph Ivan Gutierrez
Managing hotel operations and delivering excellent products and services to the guests is quite a chal-
lenge. Whether they are business or leisure, budget or luxury travelers, guests expect to feel special, to have
their expectations met, and to have their experiences built around them. Imagine the difficulties of having
to deliver consistent and exceptional service 24/7. Even when policies, procedures, standards, and work
processes are in place, because employees are human, errors, negligence, and inconsistency remain to be
obstacles in running a 24/7 hotel operation.
Counterproductive Behavior 129

Disciplinary Problems at Ditus Sapientia Holdings Corp.—Victoria Group of Companies

The Ditus Sapientia Holdings Corporation (DSI) runs the Victoria Group of Companies. To ensure
consistent service quality, it has a Code of Discipline that it implements consistently. In the past five years,
DSI has averaged more than 200 employee infractions on the company’s Code of Discipline. This is more
than half of the total population of the company.
The company had followed the traditional way of “correcting” these behavioral misdemeanors. After
conducting a thorough investigation and administrative hearing, an employee found guilty received either
written reprimands or suspension. The progressive approach usually started with an oral warning, followed
by a written warning, and if the problem continued, the supervisor suspended the employee without pay. If
the individual still did not correct the behavior, the possibility of termination followed. Despite the use of the
traditional progressive disciplinary action (DA) process, DAs steadily increased and the DA process itself had
been inherently distasteful to most employees.

Discipline Without Punishment System

The problem with the traditional progressive discipline system was that it forced supervisors and
managers to become the employees’ adversary. Supervisors took on the role of bad cops and hated the fact
that they dispensed punishment. Employees felt resentful because getting a reprimand, being suspended,
or being fired was unpleasant and would give them a bad employement record. Punishment became the be
all and end all of the entire disciplinary action process. The idea was to punish people into compliance—but
people cannot be punished into commitment.
During a trip abroad, DSI Managing Director and Owner, Ian Angelo R. King, came across a book
called Discipline Without Punishment by Dick Grote. This book challenged the traditional paradigm of the
disciplinary process and suggested a non-punitive approach. This was the start of the company’s journey
towards positive discipline.
According to the Discipline Without Punishment paradigm, if employees are treated as mature, respon-
sible and trustworthy individuals, they will respond accordingly. The new procedure eliminates warnings
and reprimands and unpaid suspensions (the final step is even a paid suspension). Instead, the focus is on
performance coaching and commitment building by the immediate superior. It also emphasizes individual
responsibility and decision-making on the part of the employee. The whole system demonstrates good
faith to employees because instead of focusing on punishments and procedural compliance, employees are
treated as mature individuals with the intention to correct the behavior through performance improvement
discussions and regular coaching sessions. This method makes employees take full responsibility for their
own behavior and performance.
This paradigm now guides how DSI handles employees’ counterproductive behaviors, specifically viola-
tions of the company’s Code of Discipline. DSI has begun the initial phase of the implementation of Discipline
Without Punishment (DWP). Three task forces were created: Policy Task Force, Communication Task Force,
and Coaching Circle. Each task force is tasked to prepare the logistics, align policies and procedures, create
awareness through teasers, come up with a communication plan, and most importantly, prepare the top and
middle managers for their coaching roles. Training programs are lined up for the top and middle manage-
ment to equip them with the right skills and mindset. Systems and structures such as quality management,
risk-based processes, performance management, rewards and recognition, and labor relations, among others,
are being aligned with DWP. The Managing Director himself is on top of all the video shoots that are being
produced as learning tools for both employees and managers.
130 UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION

The cultural change that the company is embracing aims to change the way they do things. Beyond the
new discipline system, the company is working on building a culture of open and honest communication that
will foster accountability, commitment, and trust. The end goal is to reduce violations, to reach the staff’s
optimum performance, and create a positive relationship between the management, staff, as well as union
officers and members.

Source: Ditus Sapientia Holdings Corporation, “Ditus Sapientia Holdings Inc.,” Best Job Philippines, http://
www.bestjobs.ph/bt-empd-ichietamoria.htm

Dealing with Counterproductive Behaviors

Implications
Counterproductive Behavior 131

Notes
132 UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION
Counterproductive Behavior 133

Suggested Further Readings

Discussion Questions