OL342 2-2 Journal_ Workplace Behaviors (1)

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Apr 3, 2024

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OL342 2-2 Journal: Workplace Behaviors Our behavior is influenced by our beliefs, values, attitudes, internal and external environments, etc. –multiple factors that make up our experience. According to Perkins & Arvinen-Muondo, “it can be logically argued that our behaviour and perceptions of others’ behaviour also depends on our previous socialization experiences (Bandura and Walters, 1963).” (2013, p. 53). One workplace situation in relation to this that comes to mind is when a previous supervisor told me my behavior was passive-aggressive. We had a work group chat in which was mainly used to send daily messages about when we were short staffed and what incentive pay may be offered to staff to pick up hours, posting the day’s or week’s workstation assignment schedule, and other various messages in regards to work such as someone finding lost earbuds or something. One day as the Charge Tech, I had posted in the morning that we needed one tech for a station later in the day. A few hours later when looking at the schedule again, I saw that someone was listed for two different stations at the same time, meaning that we were actually short another tech at the time. I posted in the groupchat something like “There was another schedule error, we are down two techs at 15-1900.” A few minutes later, another tech had responded saying something like “Thanks for catching that! :).” This was during a time where there had already been a few schedule errors made that week. My supervisor pulled me aside and said he felt my behavior was passive-aggressive and that we shouldn’t point out other people’s errors in front of everyone like that.” I was a bit taken aback since I did not have ill intent in my message and was not the first to say something similar in the group chat that week. Because he told me I was exhibiting passive-aggressive behavior, it was then my perception that I did not appear to be a good or well-behaved employee in his eyes and felt uncomfortable saying anything else in the group chat other than simple messages about shift times we were short

staffed and also never brought up another schedule error I noticed again. Because my supervisor perceived my behavior as passive-aggressive, I then perceived him to be disappointed or mad at me and think poorly of me, so I then was uncomfortable and did not engage with him or the group chat like I otherwise normally would have after that. This ultimately led me to be much more quiet in the workplace whenever the supervisor was around, and led me to not engage with him or talk with him unless I was approached by him first. Since childhood, if I felt rejected in a way, I took it to heart and shut down, and that’s something I still struggle with today that affects my behavior, and also affected how I reacted in that work situation with my supervisor. Another workplace situation in which my perception influenced my behavior was when I worked as a CNA on a cardiac unit at the hospital I still currently work at. I had been the only full-time CNA on night shift on that unit all summer–the other CNA’s that our unit would sometimes get to work with were float CNA’s or extra nurses that would work as CNA’s. On night shift, only 2 CNA’s are required, and each CNA gets 12 patients. While this may seem okay since it’s most people’s thought that patients sleep at night so there is not much for CNA’s to do–this very much not the case, and depends on the patients we have on the unit at that time. Sometimes many patients were independent, and sometimes you had many patients who needed 2 people or lift equipment just to get up to the bathroom, etc. I had experienced countless nights of the latter, and I requested off the weekend immediately before Labor Day. Labor Day was not my required holiday to work, but the weekend would have fallen on my weekend requirement. I did not think this would be an issue because it was not my holiday and I had been working very hard for several months as the unit’s only employed night shift CNA and often picked up extra hours and had been fulfilling the night shift CNA responsibilities by myself for months at that point (nightly stocking all cabinets outside of all 24 patient rooms on the unit, nightly quality

check of blood sugar equipment, cleaning all blood pressure machines, etc.) However, the new supervisor at the time who was now responsible for the schedule denied this request and said I needed to find someone else to take my shifts that Saturday and Sunday. I had politely said that I had already tried that, but it’s extremely difficult to get day shift or even PM shift CNA’s to want to take on night shifts, and there were no other night shift CNAs on our unit for me to even ask. I offered to work the weekend before or after, as I wanted this weekend off to go on a family trip. I had also pointed out that it shouldn’t poorly affect staffing for those days since I was the only unit night shift CNA and every weekend that I was not required to work had no CNA’s scheduled and still left the unit/shifts short staffed anyway. Still, the supervisor denied. I perceived this as him being unreasonable and unkind, and felt like an unvalued staff member and felt angry. Because of this, that whole week I felt pretty unmotivated to work and do nightly CNA duties such as the restocking and decided not to do it. In my mind, I thought, why should I continue being a high performing staff member and continue to fulfill these responsibilities every night by myself when the supervisor doesn’t care about all of the hard work I do? After a few days though, I didn’t like that I wasn’t being a good team member to the nurses I worked with since not stocking meant more trouble for them, and that’s not like me, so I ended up scheduling a meeting with my manager (above the supervisor) to talk about the situation and my feelings about it. Because I had made a case to my supervisor about why I thought I should be able to have the weekend off along with my holiday off and gave a reasonable alternative, when I received the response I did not want from my supervisor about getting Labor Day weekend off, I reacted emotionally. In my mind, my reasoning to him why I should be granted that weekend off pointed out that I was a hard worker, and the only night shift CNA for months at that point which the unit depended greatly on for filling those night duties. When I was denied, it felt like that

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meant that my supervisor didn’t agree with me being a hard worker and therefore thought I didn’t deserve to have that weekend off. Overall, I think these situations in the workplace demonstrate my behavior based on my perception. I reacted based on what I thought about the situation or on what was said to me and largely reacted emotionally, which in turn influenced my thoughts and perception from then on about leadership as a result of the situation. With my previous supervisor denying my request for a holiday weekend off, I perceived him to be an unreasonable, unsympathetic person. This is related to the halo effect, where “if we ascribe traits or characteristics to a person or organization in one situation, we assume that they are true or applicable in other situations too for that person or organization.” (Perkins & Arvinen-Muondo, 2013, p. 60). The same situation can also be associated with cognitive dissonance. To explain cognitive dissonance, “If employees, for example, feel that they have provided significant input to a task and performed well but, for whatever reason, the feedback they receive from their superiors is perceived as not showing the recognition that the employees feel they deserve for their efforts, this may have considerable consequences on their sense of motivation and commitment and therefore have an impact on their performance.” (Perkins & Arvinen-Muondo, 2013, p. 62). Perception can be separated into many different theories and ideas such as these mentioned, but ultimately, perception influences behavior, and employee behavior can influence the organization negatively or positively and affect the organization’s culture and success. This makes understanding perception and behavior of individuals important for leadership to understand.

References Perkins, S., & Arvinen-Muondo, R. (2013). Organizational Behaviour : People, Process, Work and Human Resource Management . Kogan Page.

OL342 2-2 Journal_ Workplace Behaviors (1)

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