The “Screen”ing of You and Me: Effects of COVID-19 on Counterproductive Work Behaviors

Abstract

The COVID-19 pandemic has forced countries into a lockdown and organizations into crisis management. Several sudden and restrictive changes in the organizations threaten to induce suspicion and fear amongst the employees; diminishing their levels of trust and social cohesion within the organizations and increasing feelings of isolation. In this article, we discuss some of the prominent changes in organizations triggered by the COVID-19 restrictions, and reflect on the implications of these restrictions for organizations and their employees. We draw upon the social control theory (SCT) to examine how the changes in the work environment influence the social bond between employees, along the four salient dimensions of attachment, involvement, commitment, and belief. We focus on how these changes are increasing the likelihood of employee deviations from organizational norms in ways detrimental to the employees and the organizations. Managing in a post-COVID-19 work environment would require incorporating the manifold effects of social distancing, strict surveillance measures to monitor employee work and the widespread use of technology to support work from home. Organizations would need to adopt several measures to demonstrate care and concern for their employees. Leader's role, more than ever before, has become crucial in supporting employees to cope with the sudden changes, adapt to the new work arrangements, and build team bonds despite the challenges. Timely interventions by leaders to respond proactively to alleviate employee fears, build trust, and improve the physical and mental well-being of their employees could help to keep the counterproductive behaviors in check.