Relevant bibliographies by topics / Counterproductive behavior

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Counterproductive behavior'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 February 2022

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Journal articles on the topic "Counterproductive behavior"

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Gebretsadik Estifo, Zelalem, Luo Fan, and Naveed Ahmad Faraz. "Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 5, no. 2 (2019): 23–41. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.52.2002.

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This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.
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Mărgulescu, Ana-Maria. "The Relationship between Burnout and Counterproductive Work Behavior. The Role of Compassion Fatigue and Organizational Justice." Studia Doctoralia 11, no. 2 (December 30, 2020): 72–80. http://dx.doi.org/10.47040/sd/sdpsych.v11i2.113.

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Counterproductive behavior is a phenomenon that affects both organizations and employees. This research aimed, in an exploratory manner, to observe the relationship between counterproductive behaviors, burnout, compassion fatigue, and organizational justice at the workplace. For this study, data were collected from 100 employees through a Google Forms questionnaire. From the statistical analysis, CF does not represent a mediator of the relationship between burnout and counterproductive behaviors, nor is organizational justice a moderator of the relationship between burnout and counterproductive behaviors. The statistical analysis was performed in the JAMOVI 1.2.12 program
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Mărgulescu, Ana-Maria. "The Relationship between Burnout and Counterproductive Work Behavior. The Role of Compassion Fatigue and Organizational Justice." Studia Doctoralia 11, no. 2 (December 23, 2020): 72–80. http://dx.doi.org/10.47040/sd0000085.

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Counterproductive behavior is a phenomenon that affects both organizations and employees. This research aimed, in an exploratory manner, to observe the relationship between counterproductive behaviors, burnout, compassion fatigue, and organizational justice at the workplace. For this study, data were collected from 100 employees through a Google Forms questionnaire. From the statistical analysis, CF does not represent a mediator of the relationship between burnout and counterproductive behaviors, nor is organizational justice a moderator of the relationship between burnout and counterproductive behaviors. The statistical analysis was performed in the JAMOVI 1.2.12 program
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Stoica, Ana Alexandra. "Dark Triad, Risk Taking and Counterproductive Work Behavior in Different Organizational Contexts." Studia Doctoralia 12, no. 1 (June 19, 2021): 4–19. http://dx.doi.org/10.47040/sd/sdpsych.v12i1.120.

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The purpose of this study is to analyze the relationship between Dark Triad of Personality, risk-taking and counterproductive work behaviort. The study involved 200 people aged between 18 and 51 years, M = 27.69, SD = 9.83, of which 35 are males (17.5%) and 165 are females (82.5%). The instruments used were The Dirty Dozen: A Concise Measure of the Dark Triad (Jonason & Webster, 2010), Counterproductive Work Behavior Checklist - CWBC (Spector, Bauer & Fox, 2010) and RISK-TAKING [JPI: Risk Taking [Rkt] (Goldberg et. al, 2006). The results showed that people who work in non-profit organizations (volunteers), those who have a low seniority in work or who hold a leadership position tend to take more risks than others. Low seniority at work also correlates with counterproductive behaviors. In contrast, no significant difference was observed as far as the other two demographic characteristics are concerned. Moreover, the results show that Machiavellianism is responsible for 16% of the variation of counterproductive work behavior, and risk-taking mediates this relatonship. Narcissism and psychopathy are responsible for 10% and 13% respectively of the variation of this behavior, the mediation percentage of risk taking being 19.2% concerning the first one and 22.4% concerning psychopathy. Given these results, the study can be useful in the organizational field, providing employers with more data that they can take into account when recruiting staff. It can also be helpful when it comes to better employee management, as well as a deeper understanding behind counterproductive behaviors, thus leading more easily to diminishing them.
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Hameed, Zahid, Ikram Ullah Khan, Muhammad Adnan Zahid Chudhery, and Donghong Ding. "Incivility and Counterproductive Work Behavior." International Journal of Applied Behavioral Economics 6, no. 3 (July 2017): 1–22. http://dx.doi.org/10.4018/ijabe.2017070101.

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This research aims to extend the literature on stress by exploring the relationship between incivility and employees' counterproductive work behavior (CWB). We investigate the mediating role of psychological distress (PD) to understand the relationship of family and workplace incivility with CWB. The study also evaluates the moderation effect of emotional regulation between incivility and PD. Analysis of three-wave lagged data (N=328), collected from bank employees in Pakistan, indicates that PD mediates the effect of family and workplace incivility on CWB and emotional regulation moderates the effect of family and workplace incivility on PD. Our findings highlight the fact that emotional regulation and PD are important mechanisms in the incivility–CWB relationship. The inclusion of these two constructs is a key to understanding the relationships among family incivility, workplace incivility, and work-related outcomes. The paper concludes with a discussion of theoretical and practical implications.
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Kelloway, E. Kevin, Lori Francis, Matthew Prosser, and James E. Cameron. "Counterproductive work behavior as protest." Human Resource Management Review 20, no. 1 (March 2010): 18–25. http://dx.doi.org/10.1016/j.hrmr.2009.03.014.

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Sypniewska, Barbara. "Counterproductive Work Behavior and Organizational Citizenship Behavior." Advances in Cognitive Psychology 16, no. 4 (December 2020): 321–28. http://dx.doi.org/10.5709/acp-0306-9.

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Nemteanu, Marcela-Sefora, and Dan-Cristian Dabija. "The Influence of Internal Marketing and Job Satisfaction on Task Performance and Counterproductive Work Behavior in an Emerging Market during the COVID-19 Pandemic." International Journal of Environmental Research and Public Health 18, no. 7 (April 1, 2021): 3670. http://dx.doi.org/10.3390/ijerph18073670.

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To reduce the spread of the virus, authorities have imposed restrictive measures, such as limiting movement of individuals, shutting down non-essential stores, imposing a general or local quarantine, along with physical distancing and isolation of vulnerable people. Remote working has become the ‘new normal’ for many organizations, engendering further challenges for employees, who have started experiencing anxiety, technostress caused by digitalization and lack of social interaction, frustration, occupational burden, counterproductive work behavior, exhaustion, burnout, depersonalization, and increased turnover intention. All these factors, corroborated by prolonged restrictions, have contributed to a decrease in employee satisfaction, diminishing performance and generating a counterproductive behavior. Based on Social Exchange Theory, this research plans to investigate the influence of internal marketing on job satisfaction, task performance, and counterproductive work behavior in the context of the COVID-19 pandemic in an emerging market, namely Romania. Based on a quantitative research study among 850 employees, we show that internal marketing strongly and significantly impacts job satisfaction, while insignificantly impacting task performance and counterproductive work behavior. Job satisfaction actuates task performance in a significant and positive manner, contributing to a reduction in counterproductive work behaviors. This paper highlights the effects of internal marketing orientation on job satisfaction, and the effects of job satisfaction on job performance and counterproductive work behaviors.
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Komari, Nurul, and Sulistiowati. "The Mediating Role of Job Satisfaction in the Relationship between Organizational Justice and Counterproductive Work Behaviors: A Study in Indonesia." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 63. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(63).

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This study examines the mediating role of job satisfaction on the effect of distributive, procedural and interactional justice on counterproductive work behavior. Design/methodology/approach – A total of 110 service company employees in Indonesia as respondents. This study uses primary data collected through a questionnaire. Respondents are given the answer choice using the Likert Scale which consists of 5 scores namely scores 1, 2, 3, 4 and 5. Data analysis using Partial Least Squares (PLS). Several respondents and management were purposely selected as key informants for in-depth interviews to explore the relationship mechanism between distributive, procedural and interactional justice, job satisfaction and counterproductive work behavior. The results of the study found that distributive, procedural and interactional justice had a positive and significant effect on job satisfaction, distributive justice had a positive and not significant effect on counterproductive work behavior, procedural justice had a negative and significant effect on counterproductive work behavior, interactional justice had a negative and not significant effect on counterproductive work behavior, job satisfaction has a negative and insignificant effect on counterproductive work behavior and job satisfaction does not significantly mediate the effect of distributive, procedural and interactional justice on counterproductive work behavior. This study provides empirical support for the influence of distributive, procedural, interactional justice on job satisfaction and counterproductive work behavior. This study also provides evidence of the effect of justice directly and through job satisfaction on counterproductive work behavior. Keywords: organizational justice, job satisfaction, counterproductive work behavior
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Ibrahim, Muhamad Ariff. "PENGARUH KEPRIBADIAN TERHADAP PRILAKU TIDAK PRODUKTIF DALAM KALANGAN PEGAWAI PEMERINTAHAN." Bongaya Journal for Research in Management (BJRM) 1, no. 1 (April 18, 2018): 34–44. http://dx.doi.org/10.37888/bjrm.v1i1.40.

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Counterproductive work behavior is part of job performance components. This study aims to examine the influence of personality on counterproductive work behavior (CWB) among government servants. A total of 204 respondents participated in this study. This study used International Personality Item Pool (IPIP) to measure personality and the scale of counterproductive work behavior was measured by the two dimensions of (counterproductive work behavior-organization) behavior to the organization (CWB-O) and (counterproductive work behavior-individual) behavior to individual (CWB-I). Results showed that there was a significant relationship between CWB and personality. Findings also indicated that agreeableness was a significant predictor to CWBS, CWBI and CWBO among government servants.
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Dissertations / Theses on the topic "Counterproductive behavior"

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Jensgård, Håkan. "Counterproductive work behavior or just negative job performance?" Thesis, Stockholm University, Department of Psychology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-28152.

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Morris, Samantha Alison. "Factors Related to the Counterproductive Use of Computers." Ohio University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1184524078.

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Norwood, Joan M. "Psychological Uncertainty, Stress, Frustration and their Relationship with Counterproductive Workplace Behavior." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5761.

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The overall problem this research addresses is the costly impact of counterproductive work behaviors. The purpose of this study was to examine whether uncertainty, stress, or frustration are related to variability, or in predicting counterproductive work behaviors. Wavering economic conditions have steadily altered work environments, and with continuous work changes are growing feelings of uncertainty, concerns of employee and organizational safety, performance, and overall wellbeing. The social exchange theory and the workplace social exchange network were used in this study to better understand employee relationships and response behaviors. Research questions compared the relationships among perceived uncertainty, stress, frustration, and levels of counterproductive work behaviors. For this study, a sample of 180 volunteers completed the Psychological Uncertainty Scale, the Perceived Stress Scale-10, the Frustration Scale, and the Counterproductive Work Behavior Checklist-10. Volunteers were recruited via invitation by Findparticipants.com. and SurveyMonkey-® hosted the data collection. This non-experimental, quantitative study employed a survey design, and multiple linear regression analysis were used to test the hypotheses. Regression analyses indicated a significant relationship between frustration and counterproductive work behaviors (t = 4.269, p < .001); however, the relationship of uncertainty and stress with counterproductive behaviors was not statistically significant. Predicting employee negative behaviors and gaining a better understanding of factors with negative influences on work behavior allows leadership the opportunity to develop more sustainable strategies designed to influence and encourage positive social change.
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O'Brien, Kimberly E. "A stressor-strain model of organizational citizenship behavior and counterproductive work behavior." [Tampa, Fla] : University of South Florida, 2008. http://purl.fcla.edu/usf/dc/et/SFE0002563.

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Way, Jason Donovan. "Differential Reactions to Men's and Women's Counterproductive Work Behavior." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3404.

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This purpose of this study was to examine the effect that employee gender might have on performance ratings. Specifically, it was thought that negative performance episodes, such as aggressive behavior, might have less of an effect on performance ratings for males compared to females because males have a stereotype of being more aggressive. Additional hypotheses examined how different types of negative performance affected perceptions that the employee was behaving according to their gender ideal, and whether people judged male and female aggressiveness differently. To this end, 134 undergraduate students participated in a 2 x 3 design experiment where they read about a hypothetical server in a restaurant who had committed various negative behaviors at work. The results were, for the most part, not significant. The exception was that there were some slight group differences in how well the employees in the various conditions fit their gender ideal.
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Gallagher, Christopher. "Social Burden and Attributions of Hostility in Predicting Counterproductive Work Behavior." Bowling Green State University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1541096416412655.

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Dyson, Sarah Marie. "Gaming, Workplace, Self-Esteem, Counterproductive Work Behaviors." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6994.

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Although there is ample information on the negative aspects of video game playing, we know less about the benefits and how the benefits transfer to the gamers’ workplace. Further understanding of these relationships may offer employees and employers more insight on how they can reduce counterproductive workplace behaviors (CWB) while also improving workplace morale and productivity. The purpose of this quantitative nonexperimental study is to examine the relationships between time spent engaging in gameplay, workplace self-esteem, and positive and negative workplace behaviors among gamers. Participants anonymously completed an online questionnaire utilizing the Behind the Screen Measure, Counterproductive Workplace Behavior Checklist, the Rosenberg Self-Esteem Scale, and the Work Extrinsic Intrinsic Motivation Scale. The crosssectional design consisted of 202 self-identified employed gamers over the age of 18 living in the United States. A series of linear regressions was used to test the hypotheses. According to the study results, frequency of gameplay and workplace self-esteem levels predicted CWB and intrinsic motivation, with low workplace self-esteem being a significant predictor of negative work-related behaviors. Employers, gamers, and friends and family also benefit from the knowledge that over two and a half hours of gaming could have negative effects on their self-esteem and work behaviors. This study facilitates positive social change by promoting a need for increased awareness to gamers and organizations which offer support and long-term positive social change among two different populations.
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Bauer, Jeremy Allen. "The Role of Discrete Emotions in Predicting Counterproductive Work Behavior." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3002.

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The current study investigates how discrete negative emotions are related to specific facets of counterproductive work behaviors (CWB). The sample consisted of 241 employees who reported their frequency of experiencing negative emotions and their frequency of committing CWBs in the workplace. For 103 employees, supervisor reports of employee CWB were also obtained. The findings provide evidence that a wide range of negative emotions are related to most of the sub facets of CWB. There was also some evidence that supervisor reports differ systematically from employee reports of CWB. The theoretical, methodological, and organizational implications are discussed.
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Meriac, John P., and C. Allen Gorman. "Work Ethic and Counterproductive Behavior: Relationships Depend on Leadership Styles." Digital Commons @ East Tennessee State University, 2018. https://dc.etsu.edu/etsu-works/2618.

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Recognizing the significant influence leaders have in shaping employee work experiences and behaviors, this session highlights research identifying leadership as a significant predictor of counterproductive work behaviors. Specifically, this symposium empirically examines the most recent efforts in understanding the role of leaders in both reducing and even driving CWBs within organizations
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Hansson-Vazquez, Lisa Annika Christin. "Strategies Certified Project Management Professionals Use to Prevent Counterproductive Behavior." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6038.

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Project managers who fail to apply strategies to prevent counterproductive work behavior in information technology projects could negatively affect users, budget costs, timelines, or projects. The purpose of this multiple case study was to explore strategies that project managers used to prevent counterproductive work behavior that put project success at risk. Social learning theory was the conceptual framework for this study. Data were collected through document review of published Project Management Institute (PMI) material as well as semistructured interviews with 10 project managers who were members of a PMI chapter in the southeastern United States, and who held a project management professional certification or an agile certified practitioner certification. Data were analyzed using Yin's methodology and consisted of transcribing, organizing, and coding the interview data, as well as triangulating the interview data in relation to the PMI literature. Five themes emerged from the data: (a) participant communication, (b) proactive planning, (c) personal impact, (d) participant engagement, and (e) issue management. The implications of the study for positive social change include the potential to increase the occurrence of conflict-free and healthy project environments, which could lead to satisfied and motivated project participants resulting in productive and engaged members of the community.
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Books on the topic "Counterproductive behavior"

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Fox, Suzy, and Paul E. Spector, eds. Counterproductive work behavior: Investigations of actors and targets. Washington: American Psychological Association, 2005. http://dx.doi.org/10.1037/10893-000.

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(Contributor), Lynne M. Andersson, Karl Aquino (Contributor), Julian Barling (Contributor), Robert A. Baron (Contributor), Rebecca J. Bennett (Contributor), Robert J. Bies (Contributor), Susan M. Burroughs (Contributor), et al., eds. Counterproductive Work Behavior: Investigations Of Actors And Targets. American Psychological Association (APA), 2004.

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Counterproductive Work Behaviors: Understanding the Dark Side of Personalities in Organizational Life. Taylor & Francis Group, 2018.

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Dalal, Reeshad S., and Nichelle Carpenter. The Other Side of the Coin?: Similarities and Differences Between Organizational Citizenship Behavior and Counterproductive Work Behavior. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.4.

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This chapter examines the relationship between two important forms of job performance: organizational citizenship behavior and counterproductive work behavior. There are several reasons (e.g., construct definitions, relationships with antecedents) to suspect that these two constructs are strongly negatively related, perhaps even opposite ends of a single behavioral continuum. However, empirical results demonstrate a relationship that is typically weakly to moderately negative and occasionally even positive. We discuss theory and empirical results (where possible, meta-analytic) at not just the traditional between-person level of analysis but also the within-person and between-unit levels. Our review suggests several important future research opportunities at the traditional between-person level (e.g., a pressing need for more and better theory). Yet, in our view, the most exciting research opportunities exist at the within-person level. Overall, the relationship between citizenship and counterproductive behavior promises to remain a vibrant and influential area of research for the foreseeable future.
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Enns, Janelle R. The roles of realistic conflict and relative deprivation in explaining counterproductive work behavior. 2006.

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Podsakoff, Philip M., Scott B. Mackenzie, and Nathan P. Podsakoff, eds. The Oxford Handbook of Organizational Citizenship Behavior. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.001.0001.

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The purpose of this handbook is to provide a broad and interdisciplinary review of state-of-the-art research on organizational citizenship behaviors (OCBs), and related constructs such as contextual performance, spontaneous organizational behavior, prosocial behavior, proactive behavior, employee voice, and counterproductive work behavior. Chapters by leading scholars in the field address: (a) the conceptualization of OCBs; (b) the distinction between these behaviors and related constructs; (c) the antecedents, correlates, and consequences of these behaviors; (d) the mechanisms through which these behaviors influence organizational success and the boundary conditions limiting these effects; and (e) the methodological and measurement issues that are common when studying OCBs. In addition, this handbook has several chapters that explore the implications for managerial practice and career success. Finally, each of the chapters identifies substantive questions, methods, and issues for future research. The overarching goal of this handbook is to offer a single resource that will inform and inspire scholars, students, and practitioners of the origins of this construct, the current state of research on this topic, and potentially exciting avenues for future exploration.
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Patton, Jim H., and Matthew S. Stanford. Psychology of Impulsivity. Edited by Jon E. Grant and Marc N. Potenza. Oxford University Press, 2012. http://dx.doi.org/10.1093/oxfordhb/9780195389715.013.0086.

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Impulsive behavior is generally viewed as counterproductive by society, and individual differences in impulsivity have been found to be related to a number of socially relevant behaviors. Yet, there are times when acting quickly and without thinking may seem desirable, even adaptive. With the possible exception of intelligence, no other personality dimension or trait so broadly influences various areas of human endeavor: interpersonal relationships, education, fiscal responsibility, personal moral behavior, business ethics and entrepreneurship, aggression, and criminality. This chapter gives an overview of impulsivity from a personality theory perspective. Topics discussed include the historical development of the construct, the place of impulsivity in a broader personality theory, self-report and behavioral assessment, and the role of impulsiveness in impulse control disorders.
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Hoffman, Brian J., and Stephan Dilchert. A Review of Citizenship and Counterproductive Behaviors in Organizational Decision-Making. Oxford University Press, 2012. http://dx.doi.org/10.1093/oxfordhb/9780199732579.013.0024.

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Scott, Brent A., Fadel K. Matta, and Joel Koopman. Within-Person Approaches to the Study of Organizational Citizenship Behaviors: Antecedents, Consequences, and Boundary Conditions. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.17.

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This chapter provides a review of the nascent (but growing) literature on organizational citizenship behavior (OCB) at the within-person level of analysis. We organize our review of the existing literature chronologically, discussing antecedents and consequences of within-person fluctuations in OCB. After providing a narrative review of the literature, we provide a quantitative summary of the literature via meta-analysis, summarizing the within-person relationships between OCB and its most common within-person correlates (i.e., positive affect, negative affect, job satisfaction, stressors, strain, and task performance). Looking to the future of OCB at the within-person level of analysis, we suggest that researchers can contribute to the domain by tailoring the measurement of OCB to the within-person level of analysis, better illuminating the causal direction between OCB and affect, clarifying the relationship between OCB and counterproductive work behavior at the within-person level, expanding the “dark side” of within-person OCB, exploring between-person differences in within-person OCB variability, and incorporating new theories.
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Deaux, Kay, and Mark Snyder, eds. The Oxford Handbook of Personality and Social Psychology. Oxford University Press, 2012. http://dx.doi.org/10.1093/oxfordhb/9780195398991.001.0001.

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For decades, the relationship between personality psychology and social psychology has been defined by its contrasts: sometimes highly overlapping and intertwined, at other times conflicting and even competing. This contradiction has been ultimately counterproductive, as it has precluded the understanding of people as both individuals and social beings. The Oxford Handbook of Personality and Social Psychology captures the history, current status, and future prospects of personality and social psychology—presented not as a set of parallel accounts, but as an integrated perspective on the behavior of persons in social contexts. The articles of this book weave together work from personality and social psychology, addressing both distinctive contributions and common ground. In so doing, they offer compelling evidence for the power and the potential of an integrated approach, as well as new suggestions and directions for research.
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Book chapters on the topic "Counterproductive behavior"

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Zettler, Ingo. "Personality and Counterproductive Work Behavior." In Encyclopedia of Personality and Individual Differences, 3576–84. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-24612-3_789.

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Zettler, Ingo. "Personality and Counterproductive Work Behavior." In Encyclopedia of Personality and Individual Differences, 1–9. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-28099-8_789-1.

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Rotundo, Maria, and Paul E. Spector. "New Perspectives on Counterproductive Work Behavior Including Withdrawal." In Handbook of Employee Selection, 476–508. Second edition. | New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315690193-22.

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Fatima, Afsheen, Muhammad Zahid Iqbal, and Rabia Imran. "Organizational Commitment and Counterproductive Work Behavior: Role of Employee Empowerment." In Lecture Notes in Electrical Engineering, 665–79. London: Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-4600-1_57.

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Çavuş, Mustafa Fedai, Alptekin Develi, and Seda Güğerçin. "Links and Demographic Comparisons to Conflict Management and Counterproductive Work Behavior." In Intrapreneurship and Sustainable Human Capital, 99–113. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49410-0_7.

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Savitha, J., and K. B. Akhilesh. "Conceptualizing the Potential Role of IoT-Enabled Monitoring System in Deterring Counterproductive Work Behavior." In Smart Technologies, 111–20. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-7139-4_8.

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Qiu, Tianjiao. "The Effect of Interpersonal Counterproductive Behavior on the Performance of New Product Development Teams." In The Sustainable Global Marketplace, 61. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10873-5_36.

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Beck-Krala, Ewa. "Counterproductive Work Behaviors." In Encyclopedia of Sustainable Management, 1–6. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_212-1.

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Furnham, Adrian, and John Taylor. "Counterproductive Behaviours at Work." In The Dark Side of Behaviour at Work, 83–129. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510104_4.

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Penney, Lisa M., Paul E. Spector, and Suzy Fox. "Stress, Personality and Counterproductive Work Behaviour." In Misbehaviour and Dysfunctional Attitudes in Organizations, 194–210. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9780230288829_11.

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Conference papers on the topic "Counterproductive behavior"

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Ran, Xia, and Yu-xiao Wang. "The Influence of Trust on Counterproductive Work Behavior." In 2010 International Conference on E-Product E-Service and E-Entertainment (ICEEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/iceee.2010.5660285.

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Tiarapuspa, Wiwik Robiatul Adawiyah, Mutiara Rizqi, and Amelia Wanggi. "Antecedent Counterproductive Work Behavior: Exploration in Services Industry." In International Conference on Management, Accounting, and Economy (ICMAE 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200915.032.

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Zhang, Yong-Jun, Bo Wan, Jun Zhao, and Mohsin Bashir. "A Studying on Proactive and Reactive Counterproductive Work Behavior." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.184.

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Pratiwi, Sonia Eka, Nida Hasanati, and Istiqomah. "The Effect of “Ff Dark Triad Traits” towards Counterproductive Work Behavior." In Proceedings of the 4th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/acpch-18.2019.109.

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WANG, HONGYU, and GUOMEI TIAN. "STUDY ON THE ANTECEDENTS OF COUNTERPRODUCTIVE WORK BEHAVIOR OF MIGRANT WORKERS." In The 2015 International Conference on Management, Information and Communication and the 2015 International Conference on Optics and Electronics Engineering. WORLD SCIENTIFIC, 2016. http://dx.doi.org/10.1142/9789814759298_0021.

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Jun, Fan, and Deng Feng-tian. "Notice of Retraction: A study of customer counterproductive behavior in retail industry." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881679.

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Liu, Hui, and Tian-yao Sun. "Effect of transactional leadership style on the new generation employees counterproductive work behavior." In 2014 International Conference on Management Science and Engineering (ICMSE). IEEE, 2014. http://dx.doi.org/10.1109/icmse.2014.6930348.

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Li, Hongying, and Yanling Cao. "The Relationship between Human Resource Management and Employee Counterproductive Work Behavior in New Ventures." In Proceedings of the 2019 5th International Conference on Social Science and Higher Education (ICSSHE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icsshe-19.2019.268.

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Tan, Ting-Ying. "Relation of Work-life Balance to Counterproductive Work Behavior and Turnover Intention among Malaysian Employees." In Proceedings of the 2nd International Conference on Intervention and Applied Psychology (ICIAP 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iciap-18.2019.79.

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Yuxin Liu, Huawei Zhang, Jianwei Zhang, and Liangliang Ma. "The big five personality and Counterproductive work behavior(CWB): The moderating role of Perceived Organizational Support." In 2011 International Conference on Computer Science and Service System (CSSS). IEEE, 2011. http://dx.doi.org/10.1109/csss.2011.5975057.

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