Workplace sabotage: its styles, motives and management

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Abstract
Argues that there is a dark side to organizations which is difficult to observe, yet it gives rise to the most spectacular, destructive, least manageable, unconventional forms of behaviour. Despite its common occurrence, workplace sabotage has hitherto remained relatively unknown and little understood. Because of its often covert and taboo characteristics, sabotage has not been the subject of a thorough investigation. A six‐year long empirical study of unconventional behaviours, through participant observation in industry has shed light on these practices, including sabotage. Identifies the main dimensions of these unconventional practices, their dominant styles and the meanings and motives for their occurrences. Since the decision to resort to sabotage to express discontent is primarily a response to the prevailing managerial philosophy and practices, asserts here that effective supervision, increased communication and proper motivation will minimize the occurrence of these practices at work. Concludes by making practical recommendations.

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