Destructive employee behavior: HR analytics, diagnostics, and the development of organizational management mechanisms

Abstract

Importance: organizational and managerial relations formed in the process of preventing, diagnosing, and regulating destructive employee behavior, including the development, implementation, and institutionalization of mechanisms for managing behavioral risks within the organization’s personnel management system. Purpose: to develop scientifically grounded recommendations for improving personnel management in order to prevent and minimize destructive employee behavior. Research design: the study is based on a combination of theoretical analysis and empirical research. The methods used include systemic and comparative analysis, employee surveys, and analysis of internal documentation and statistical reports of the enterprise. The empirical base was formed using data from a large production and trading enterprise in the Central Black Earth region, which made it possible to diagnose factors of destructive behavior and test managerial solutions. Results: the essence and classification of destructive employee behavior have been clarified, and its key determinants and organizational consequences have been systematized. Based on the analysis of enterprise data, factors contributing to the emergence of destructive practices were identified, including features of the organizational environment and management system. A set of organizational and managerial measures aimed at preventing and minimizing destructive behavior has been developed and tested, including the implementation of regular monitoring (pulse surveys). Their effectiveness has been substantiated in terms of improving the quality of managerial decisionmaking and reducing organizational risks.