Journal articles: '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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Lestiani, Alfira, I. Made Putrawan, and Refirman DJ. "Pengaruh School Climate dan Persistence terhadap Counterproductive Behavior (Perilaku Menyimpang terhadap Pelestarian Lingkungan) Siswa SMA." IJEEM - Indonesian Journal of Environmental Education and Management 6, no. 1 (February 1, 2021): 16–31. http://dx.doi.org/10.21009/ijeem.061.02.

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Environmental problems cause threats to environmental sustainability. This problem can be caused by deviant behavior towards environmental preservation or counterproductive behavior. This study aims to determine the influence of school climate and persistence on counterproductive behavior student related to environmental sustainability. The method used is a survey method through causal studies and analyzed by path analysis. The survey was conducted on 70 students at SMAN 48 Jakarta in the odd semester of the 2020/2021 school year. The calculation result of the instrument reliability coefficient is counterproductive behavior 0.782, the school climate is 0.850, and the persistence is 0.917 which indicates that the three instruments can be trusted. The results showed that school climate directly affected persistence significantly, persistence directly affected counterproductive behavior significantly, school climate directly affected counterproductive behavior significantly, and obtained good persistence results as a mediator variable between school climate and counterproductive behavior in students. Therefore, in an effort to reduce counterproductive behavior student, school climate and student persistence factors also need to be considered.

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Rhee, Jeongmin, Yonghwan Shin, and YoungWoo Sohn. "Hostile attribution and counterproductive work behavior." Korean Journal of Industrial and Organizational Psychology 29, no. 4 (November 30, 2016): 491–523. http://dx.doi.org/10.24230/kjiop.v29i4.491-523.

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The purpose of the present study was to specify the mechanism of employees’ counterproductive work behavior (CWB) and to offer proper solutions for such behavior. For this purpose, this study proposed a moderated mediation model in which hostile attribution under upward social comparing situation in organizational context has an effect on CWB via malicious envy (ME), and the strength of the mediation effect is strengthened by employees’ negative reciprocity and competitive organizational goal, respectively. Results from a sample of 259 American workers showed that hostile attribution had a positive effect on CWB and ME fully mediated this relationship. The moderation effects of negative reciprocity and competitive organizational goal were found, respectively. Specifically, ME was more strongly associated with CWB as individuals’ negative reciprocity increased, and also as organizations’ competitive goals strengthened. Based on these results, theoretical and practical implications, limitations and directions for future research were discussed.

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Taylor, Justin M., Sarah F. Bailey, and Larissa K. Barber. "Academic entitlement and counterproductive research behavior." Personality and Individual Differences 85 (October 2015): 13–18. http://dx.doi.org/10.1016/j.paid.2015.04.024.

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Morf, Manuela, Anja Feierabend, and Bruno Staffelbach. "Task variety and counterproductive work behavior." Journal of Managerial Psychology 32, no. 8 (November 13, 2017): 581–92. http://dx.doi.org/10.1108/jmp-02-2017-0048.

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Purpose The purpose of this paper is to examine the relationship between task variety and counterproductive work behavior (CWB) and the relationship between change in task variety and change in CWB. CWB is proposed as being a behavior that serves as an outlet by which employees can express displeasure and acts as a substitute for a lack of interest when task variety is low. Design/methodology/approach This study analyzed survey data that were collected at two points in time (T1 and T2) from 515 employees with different occupations working in Switzerland. Findings Task variety at T1 negatively related to organizational CWB (CWB-O) at T2 and interpersonal CWB (CWB-I) at T2. Task variety at T1 was also related to a change in CWB-O and a change in CWB-I. However, change in task variety showed a non-significant relationship to change in CWB-O and change in CWB-I. Research limitations/implications Results indicated that employees tend to respond with CWB when task variety is permanently low and that CWB may even increase over time. Further studies that examine the dynamics between task variety and CWB are therefore recommended. Practical implications Findings inform the practice on the potentially harmful effects of unstimulating work designs and therefore have implications for how to better prevent CWB. Originality/value The two-wave data collection allowed for differentiation between the effect of the baseline level of task variety at T1 on CWB at T2 and the effect of a change in task variety on a change in CWB.

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Marcus, Bernd, O. Anita Taylor, Stephanie E. Hastings, Alexandra Sturm, and Oliver Weigelt. "The Structure of Counterproductive Work Behavior." Journal of Management 42, no. 1 (September 17, 2013): 203–33. http://dx.doi.org/10.1177/0149206313503019.

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Semmer, Norbert K., Franziska Tschan, Laurenz L. Meier, Stephanie Facchin, and Nicola Jacobshagen. "Illegitimate Tasks and Counterproductive Work Behavior." Applied Psychology 59, no. 1 (January 2010): 70–96. http://dx.doi.org/10.1111/j.1464-0597.2009.00416.x.

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Savitri, Nilasari, Anisya Phelia, Amir Iskandar, and Anita Maharani. "Employee Work Behavior in Creative Industries." Open Access Indonesia Journal of Social Sciences 4, no. 2 (August 2, 2021): 137–46. http://dx.doi.org/10.37275/oaijss.v4i2.92.

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This study aims to determine the effect of thinking style, integrity, and meaning of work on counterproductive work behavior in creative industries. The concept in explaining phenomenon start from elaboration from each of the keywords mentioned: thinking style, integrity, work meaning, and counterproductive behavior. The research method used in this research is explanatory research. The data used are primary. The population in this study is the entire creative industry sector in Indonesia. This research model is multivariate using SPSS as an analytical tool in this research. The results showed partially and simultaneously that the style of thinking, integrity, and meaning of work did not affect counterproductive behavior. So we can conclude that this study shows that if there is counterproductive behavior in employees in the creative industry who have a more open-minded pattern but no influence from thinking style, integrity, and work meaning.

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Șulea, Coralia, Laurențiu Maricuțoiu, Horia Dumitru Pitariu, and Cătălina Zăborilă Dumitru. "Predicting counterproductive work behaviors: A meta-analysis of their relationship with individual and situational factors." Psihologia Resurselor Umane 8, no. 1 (April 26, 2010): 66–81. http://dx.doi.org/10.24837/pru.v8i1.427.

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The present article details a meta-analysis on 35 empirical studies which included 9897participants within 39 independent samples. The research investigated individual andorganizational predictors for counterproductive work behavior (CWB). The variables consideredfor this study are organizational justice (interactional, procedural and distributive), job satisfaction,negative affectivity, Big Five personality factors – as predictors for counterproductive behavior.Furthermore, the relationships between the organizational and interpersonal dimensions of CWBwere analysed. Results indicate a negative association between justice dimensions andcounterproductive behaviors, and an average positive association between negative affectivityand counterproductive behaviors. Low levels of Agreeableness and Conscientiousness areassociated with counterproductive behaviors. Job dissatisfaction is also associated withcounterproductive behaviors. The analysis includes a discussion of the implications of theseresults for further research, and suggestions regarding the management of counterproductivebehaviors in organizations.

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Pitariu, Horia Dumitru, and Claudia Lenuța Rus. "Rolul moderator al încrederii organizaţionale în relaţia stresori-reacţii la stres." Psihologia Resurselor Umane 8, no. 1 (January 26, 2020): 39–49. http://dx.doi.org/10.24837/pru.v8i1.425.

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Although the beneficial effect of trust on individual and organizational variables is empirical welldocumented,the researchers have given less attention to its moderator role in the stressorsreactionsto stress relationship. Thus, the purpose of this study is to examine the moderator roleof trust in supervisor and in organization in the relationship between eight occupational stressorsand stress reactions represented by the employees’ counterproductive work behaviors andemotions. Data were obtained from 192 employees. The results have shown that trust insupervisor negatively predicted organizational (ß= -.30, p<.01) and interpersonalcounterproductive work behavior (ß= -.24, p<.05). Trust in organization is a negative predictor ofinterpersonal counterproductive behaviors (β= -.44, p<.01) and a positive predictor of employees’positive emotions (β= .40, p<.01). The two forms of organizational trust did not moderate therelationship between the occupational stressors and the organizational counterproductive workbehavior (F(16.161)= 1.12, p>.05) and the positive emotions of employees (F(16.161) = 1.19,p>.05). Trust in supervisor moderates only the relationship between the daily hassles as anoccupational stressors and the counterproductive behavior directed to persons (β= -.36, p<.01)and trust in organization moderates the relationship between the organizational climate and theinterpersonal counterproductive behavior (β= -.27, p<.01). The results indicate that organizationaltrust can have a beneficial role on employees’ work behaviors and emotions, even in conditionsin which they perceive high levels of occupational stress.

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Sunargo, Sunargo, and Dwi Hastuti. "Mengatasi perilaku kerja kontraproduktif melalui peran integratif politik organisasional dan kecerdasan emosional pada era revolusi industri 4.0." Jurnal Paradigma Ekonomika 14, no. 2 (December 31, 2019): 45–54. http://dx.doi.org/10.22437/paradigma.v14i2.8961.

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Counterproductive work behavior is a common phenomenon that is a problem in human resources. Such work behavior can be considered through situational and individual factors. The workplace environment situation that contains political activity and individual ability who have emotional intelligence can determine work behavior. This study examines the influence of perceived organizational politics on counterproductive work behavior and examines the role of moderation on that effect. The test was carried out using data of 200 employee respondents who worked at companies in the Batam industrial area. Results of the study using hierarchical regression analysis show that perceived organizational politics have a positive and significant effect on counterproductive work behavior. Furthermore, emotional intelligence can mitigate counterproductive work behavior caused by organizational political situations. This research provides practical benefits in overcoming the problem of counterproductive work behavior

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Xiong, Ran, and Yuping Wen. "Employees’ turnover intention and behavioral outcomes: The role of work engagement." Social Behavior and Personality: an international journal 48, no. 1 (January 7, 2020): 1–7. http://dx.doi.org/10.2224/sbp.8609.

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We examined the mediating role of work engagement in predicting organizational citizenship behavior and counterproductive work behavior. The 227 participants were employees of 2 major retail banks in China, who completed a survey. The results showed that both turnover intention and work engagement were significantly correlated with organizational citizenship behavior and counterproductive work behavior. Results of structural equation modeling indicated that work engagement partially mediated both the turnover intention–organizational citizenship behavior relationship and the turnover intention–counterproductive work behavior relationship. These results extend prior findings and shed light on how turnover intention affects organizational citizenship behavior and counterproductive work behavior. Theoretical and practical implications are discussed.

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Lehmann-Willenbrock, Nale, Joseph A. Allen, and Dain Belyeu. "Our love/hate relationship with meetings." Management Research Review 39, no. 10 (October 17, 2016): 1293–312. http://dx.doi.org/10.1108/mrr-08-2015-0195.

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Purpose Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.

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Ma, Bing, Shanshi Liu, Hermann Lassleben, and Guimei Ma. "The relationships between job insecurity, psychological contract breach and counterproductive workplace behavior." Personnel Review 48, no. 2 (March 4, 2019): 595–610. http://dx.doi.org/10.1108/pr-04-2018-0138.

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PurposeThe purpose of this paper is to examine the mediating effect of psychological contract breach on the relationship between job insecurity and counterproductive workplace behavior (CWB) and the moderating effect of employment status in this relationship.Design/methodology/approachData were collected from 212 supervisor–subordinate dyads in a large Chinese state-owned air transportation group. AMOS 17.0 software was used to examine the hypothesized predictions and the theoretical model.FindingsThe results showed that psychological contract breach partially mediates the effect of job insecurity on CWB, including organizational counterproductive workplace behavior and interpersonal counterproductive workplace behavior. In addition, the relationships between job insecurity, psychological contract breach and CWB differ significantly between permanent workers and contract workers.Originality/valueThe present study provides a new insight into explaining the linkage between job insecurity and negative work behaviors as well as suggestions to managers on minimizing the harmful effects of job insecurity.

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M. Rusdi, Zainnur. "The Influence of Self-Control and Mindfulness on Counterproductive Academic Behavior." AFEBI Management and Business Review 2, no. 01 (August 9, 2017): 1. http://dx.doi.org/10.47312/ambr.v2i01.53.

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Some forms of academic behavior of counter-productive that many college students are doing is plagiarism, cheating, absenteeism, and postponing the task. Counterproductive academic behavior such as plagiarism and cheating among students can be reduced if the student has self-control and good mindfulness. This study aims to examine the negative effects of self-control and mindfulness on counter-productive academic behavior. The results of hypothesis testing showed that each variable of self-control and mindfulness have positive effect on counterproductive academic behavior. The low mean value in this study indicates that the average of college students who become respondents have a low level of self-control and low mindfulness that has a tendency to perform counterproductive academic behavior. Keywords: Counterproductive Academic Behavior, Mindfulness, Self-Control

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Macovei, Crenguţa Mihaela. "Counterproductive Behaviors and Work Performance in Military Organization." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 2 (June 1, 2016): 444–50. http://dx.doi.org/10.1515/kbo-2016-0076.

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AbstractCounterproductive behavior is an important part of work performance, and a risk for both the individual and the organization. We were interested to identify a valid measure of counterproductive work behavior for the military domain and we chose the CWB scale, which is a part of the Individual Work Performance Questionnaire (IWPQ). Cronbach's coefficient indicates a good internal consistency of the CWB scale. Analysis of the correlations shows the following: the high frequency of counterproductive behaviors correlates with (1) the decrease in the quality of the work done by the employee and with (2) the increase in the frequency of the moments in which the amount of his/her work is lower than expected. In addition, the high frequency of counterproductive behaviors correlates positively with difficulties in concentrating, remembering and decision-making.

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Huang, Rui-Ting, Hsi-Sheng Sun, Chia-Hua Hsiao, and Ching-Wen Wang. "Minimizing counterproductive work behaviors." Journal of Organizational Change Management 30, no. 1 (February 13, 2017): 15–26. http://dx.doi.org/10.1108/jocm-12-2015-0238.

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Purpose The purpose of this paper is not only to investigate the impact of self-determined motivation on counterproductive work behaviors (CWBs), but also to examine the moderating role of perceived job insecurity in CWB. Design/methodology/approach This study utilized Partial Least Squares analysis to examine the data. In total, 292 private bank employees that experienced bank mergers and acquisitions before were invited to participate in this study. Findings The study findings have indicated that perceived autonomy will be positively linked to perceived competence and relatedness, and perceived competence and relatedness will be negatively associated with organizational and interpersonal CWB. Moreover, it has been found that perceived job insecurity could play a key role in moderating the link between self-determined motivation and CWB. Originality/value Although several researchers have highly focused on the critical roles of self-determined motivation and perceived job insecurity in organizational competitiveness, little is known about whether perceived job insecurity could play a key role in moderating the relationship between self-determined motivation and CWBs.

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Riaz, Adnan, Saira Mahmood, and Javeria Shabbir. "Examining Relationship between Emotional Intelligence and Counterproductive Work Behavior: A Moderated Mediated Model." Journal of Management and Research 7, no. 2 (December 31, 2020): 252–87. http://dx.doi.org/10.29145/jmr/72/070209.

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Despite various attempts to know the relationship between emotional intelligence (EI) and counterproductive work behavior (CWB), the findings are inconsistent and offer a varying degree of associations. The present study examines the underlying mechanism by hypothesizing impression management (IM) as a mediator to address the element of equivocality in the subject matter. Furthermore, it tests the moderating role of self-esteem (SE) on the impression management to counterproductive work behavior relationship. A representative sample of 398 employees was collected from different organizations of Pakistan. The results confirmed the intervening role of impression management between emotional intelligence and counterproductive work behavior. Furthermore, the employees high on self-esteem showed lesser tendencies to involve in counterproductive work behavior. Theoretical and practical implications have also been discussed.

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Farrastama, Dihan Naufal, Thatok Asmony, and H. Hermanto. "Effect of emotional intelligence on counterproductive work behavior with job stress as an intervening variable." International journal of social sciences and humanities 3, no. 1 (February 12, 2019): 14–25. http://dx.doi.org/10.29332/ijssh.v3n1.248.

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This study aims to analyze the effect of knowing and analyzing the effect of Emotional Intelligence on Counterproductive Work Behavior, to find out and analyze the influence of Emotional Intelligence on Job Stress and to determine and analyze the effect of Job Stress on Counterproductive Work Behavior on Civil Servants in Mataram City. The population in this study were echelon IV civil servants in the city of Mataram as many as 734 people. The number of samples is 90 people. Data collection techniques were conducted using questionnaires, documentation, and interviews, while the data collection tools used questionnaires. The analytical tool used is PLS (Partial Least Square) with the help of the SmartPLS 3.0 program. The results showed that Emotional Intelligence had a negative and insignificant effect on Counterproductive Work Behavior, Emotional Intelligence had a negative and significant effect on work stress, Job Stress had a positive and significant effect on Counterproductive Work Behavior and Emotional Intelligence had a negative and significant effect on Counterproductive Work Behavior mediated by work stress.

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Berger, Leslie, Krista Fiolleau, and Carolyn MacTavish. "I Know Something You Don't Know: The Effect of Relative Performance Information and Individual Performance Incentives on Knowledge Sharing." Journal of Management Accounting Research 31, no. 2 (June 1, 2018): 19–35. http://dx.doi.org/10.2308/jmar-52152.

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ABSTRACT When employees share knowledge with their colleagues, the efficiency of the colleagues' performance improves, which positively affects their productivity. However, employees can engage in counterproductive behavior by choosing not to share knowledge (passive behavior) or by choosing to share inaccurate knowledge with their colleagues (active behavior). In this study, we examine how providing relative performance information (RPI) and rewarding individuals with performance-based incentives can jointly affect individuals' choices to engage in counterproductive knowledge sharing behavior. Using an experiment, we identify an interactive effect of RPI and individual incentives, such that participants engage in counterproductive knowledge sharing behavior most frequently when they receive RPI and are assigned individual performance-based incentives. We also observe that RPI increases the frequency of both active and passive counterproductive knowledge sharing behavior.

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Iskandar, Rhoma. "PENGARUH KEPRIBADIAN EXTRAVERT TERHADAP PERILAKU KONTRAPRODUKTIF GURU SMA NEGERI DI KECAMATAN MATRAMAN JAKARTA TIMUR." Aliansi : Jurnal Manajemen dan Bisnis 13, no. 1 (September 4, 2020): 97–100. http://dx.doi.org/10.46975/aliansi.v13i1.12.

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The purpose of this research is to obtain information about the influence of extravert personality and distributive justice on counterproductive behavior teachers. This study uses a quantitative approach. This research was carried out using a quantitative survey with path analysis applied in testing hypotheses. Members of 95 teachers from high schools in Matraman Regency as samples were selected by simple random sampling. This study concludes: (1) There are direct negative effects of extravert personality on counterproductive behavior (2) There are direct negative effects of distributive justice on counterproductive behavior (3) There is a direct positive effect of extravert personality on distributive justice (4) There is a direct negative effect from extravert personality to counterproductive behavior through distributive justice.

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Lucas, Kristen, Andrew Manikas, Eric Shaunn Mattingly, and Cole Crider. ""Dignity, Counterproductive Work Behavior, and Employee Engagement"." Academy of Management Proceedings 2016, no. 1 (January 2016): 10083. http://dx.doi.org/10.5465/ambpp.2016.27.

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Bauer, Jeremy A., and Paul E. Spector. "Discrete Negative Emotions and Counterproductive Work Behavior." Human Performance 28, no. 4 (July 10, 2015): 307–31. http://dx.doi.org/10.1080/08959285.2015.1021040.

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Meisler, Galit, Amos Drory, and Eran Vigoda-Gadot. "Perceived organizational politics and counterproductive work behavior." Personnel Review 49, no. 8 (December 18, 2019): 1505–17. http://dx.doi.org/10.1108/pr-12-2017-0392.

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Purpose The purpose of this paper is to examine hostility as a mediator of the relationship between perceptions of organizational politics (POP) and counterproductive work behavior (CWB). Design/methodology/approach The authors’ examined the mediation model using a sample of 171 full-time employees studying in an evening MBA program. The authors’ collected the data for this study in three waves. Findings The findings supported all of the hypotheses. POP was positively related to both hostility and CWB. Moreover, hostility mediated the relationships between POP and both organizational and interpersonal CWB. Practical implications Given that individuals high in emotional intelligence (EI) are better at regulating their negative emotions, EI training may be a powerful tool for reducing the hostility elicited among organizational members in response to POP, and consequently, their engagement in CWB. Originality/value The current study uncovered the emotional mechanism that underlies the POP-CWB relationship. The findings have intriguing implications in terms of potential moderators that can be developed through interventions in an attempt to reduce the hostility and CWB that result from POP.

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Gruys, Melissa L., and Paul R. Sackett. "Investigating the Dimensionality of Counterproductive Work Behavior." International Journal of Selection and Assessment 11, no. 1 (March 2003): 30–42. http://dx.doi.org/10.1111/1468-2389.00224.

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Peng, He. "Counterproductive Work Behavior Among Chinese Knowledge Workers." International Journal of Selection and Assessment 20, no. 2 (May 17, 2012): 119–38. http://dx.doi.org/10.1111/j.1468-2389.2012.00586.x.

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Cohen, Taya R., A. T. Panter, and Nazli Turan. "Predicting Counterproductive Work Behavior from Guilt Proneness." Journal of Business Ethics 114, no. 1 (April 26, 2012): 45–53. http://dx.doi.org/10.1007/s10551-012-1326-2.

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MacLane, Charles N., and Philip T. Walmsley. "Reducing counterproductive work behavior through employee selection." Human Resource Management Review 20, no. 1 (March 2010): 62–72. http://dx.doi.org/10.1016/j.hrmr.2009.05.001.

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Sayapina, Karina, and Daniela N. Botone. "Counterproductive Work Behavior in Russian Nanotechnology Organizations." Psychology in Russia: State of the Art 14, no. 1 (2021): 49–68. http://dx.doi.org/10.11621/pir.2021.0105.

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Background. Organizational behavior plays a significant role in the effectiveness of enterprises specializing in nanotechnology. Its negative side – counterproductive work behavior (CWB) – has not been analyzed sufficiently in this industry. We evaluated different theoretical approaches to this problem. Objective. To estimate the predominant forms of counterproductive work behavior in relation to dimensions such as the intensity of the nanotechnology industry, seniority in the organization, and the age and gender of the subjects. Design. We used a descriptive exploratory methodology that analyzes the preponderance of counterproductive work behavior in profile companies throughout the Russian Federation. CWB was assessed through a self-report questionnaire and in-depth interview with each employee. The results were analyzed by correlation-regression analysis in SPSS. Results. We found significant correlations between the variables “intensity of the nanotechnology industry within the organization”, “seniority of employees within the organization”, “age of employees”, and the total score of CWB. Regarding the CWB dimensions, the highest average of the scores was obtained for “low level of conscientiousness” (mean = 21.75; SD = 2.9), followed closely by “low level of personal development” (mean = 20.53; SD = 3.09). Among the CWB dimensions, it seems that the conscientiousness of the employees plays a key role in the continuation of their professional activity and consequently in the increase of seniority in the organization. Conclusion. A professional difficulty can be perceived as a challenge by an employee with good physical and/or psychological resilience. Russian nanotechnology companies should evaluate their approach to dealing with employees and mitigate situations that might be unnecessarily stressful. From the data obtained through the semi-structured interview, we found that what happens in a work group is essential in the emergence of CWB. Organizations need clear policies that empower employees to deal with certain work tasks and with employees who engage in specific CWB.

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Ali Al-Atwi, Amer, and Ali Bakir. "Relationships between status judgments, identification, and counterproductive behavior." Journal of Managerial Psychology 29, no. 5 (July 8, 2014): 472–89. http://dx.doi.org/10.1108/jmp-02-2012-0040.

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Purpose – The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group identification (OID and WID), and counterproductive work behavior (CWB). Design/methodology/approach – Data were gathered from a cement firm's employees, using longitudinal research. Descriptive statistics, confirmatory factor analysis and structural equation modeling were employed. Findings – PEP and top management respect were positively related to organizational identification (OID), and the latter negatively related to organizational deviance; perceived co-workers and supervisor respect was positively related to WID, and the latter negatively related to interpersonal deviance; and identification foci mediated the relationship between status judgments and CWB. Research limitations/implications – The sample was based on one organization, limiting the results’ generalizability, and interactive relationships between WID and OID were not considered. The findings’ implications suggest that organizations need specific strategies for reducing deviant organizational behavior and deviant interpersonal behavior, and for fostering identification of their members. Originality/value – The study shows that employees’ evaluations of prestige and respect are important predictors of their identification with their organization and work group. It is the first study to investigate the relationship between social identification foci and deviant work behaviors as a negative outcome of identification. It developed a new scale to assess employees’ perception of internal respect; it supports operationalizing PIR as a multifoci construct. It has also answered the call for longitudinal research as opposed to cross-sectional research.

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HUSSEIN, Bikhtiyar, and Mehmet YESILTAS. "The Influence of Emotional Intelligence on Employee’s Counterwork Behavior and Organizational Commitment: Mediating Role of Transformational Leadership." Revista de Cercetare si Interventie Sociala 71 (December 1, 2020): 377–402. http://dx.doi.org/10.33788/rcis.71.23.

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The study investigated direct and indirect impact of emotional intelligence on employee counterproductive work behavior and organizational commitment through transformational leadership. On the basis of theoretical and empirical studies, one exogenous variable (emotional intelligence) and three endogenous variables i. e transformational leadership, counterproductive work behavior, and organizational commitment were analyzed through structural equation modeling with the aid of AMOS V24. The participants were 302 administrative staff of private universities in Kurdistan region of Iraq. This study found emotional intelligence to significantly reduce counterproductive work behavior, while it was also found to significantly enhance employee commitment to their organization and transformational leadership. Moreover, transformational leadership was found to have a significant effect of reducing counterproductive work behavior among the staff, while it encourages their commitment to the university. In addition, transformational leadership was found to have a positive partial mediation in the relationship between emotional intelligence and counterproductive work behavior on one hand, and the relationship between emotional intelligence and organizational commitment on the other hand. Finally, the theoretical and practical implications of the study were addressed.

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Nugraheni, Hariyanti, and Salamah Wahyuni. "PENGARUH NARSISME DAN JOB STRESSOR PADA PERILAKU KERJA KONTRA PRODUKTIF DENGAN RESPON EMOSIONAL NEGATIF (ANGER) SEBAGAI MEDIATOR." Jurnal Bisnis dan Manajemen 16, no. 2 (January 10, 2017): 49. http://dx.doi.org/10.20961/jbm.v16i2.4090.

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This research aimed to analyze the effect of narcissism on counterproductive behavior, narcissism on anger/negative emotion; the effect of job stressor on anger/negative emotion; the effect of anger/negative emotion on counterproductive working behavior; and anger/negative emotion mediating the effect of narcissism and job stressor on counterproductive working behavior. The sample of research was the employees in PT. Bank Mandiri (Persero) Tbk of Solo areas consisting of 200 respondents. The method of sampling used was non probability sampling, judgment sampling. Meanwhile the method of analyzing data used was Structural Equation Model (SEM).The result of hypothesis testing showed that narcissism affected positively and significantly the counterproductive working behavior; narcissism affected positively and significantly on anger/negative emotion; job stressor affected significantly the anger/negative emotion; anger/negative emotion affected significantly and positively the anger/negative emotion and significantly mediated the effect of narcissism and job stressor in counterproductive working behavior.

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Mao, Jih-Yu, Jack Ting-Ju Chiang, Ye Zhang, Lifan Chen, and Tao Qing. "Counterproductive Work Behavior as Retaliation to Supervisor Self-Interested Behavior." Academy of Management Proceedings 2018, no. 1 (August 2018): 16562. http://dx.doi.org/10.5465/ambpp.2018.16562abstract.

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Yao, Johnny J. "Predictors of Counterproductive Workplace Behaviors of Nurses." Asia Pacific Journal of Health Management 16, no. 2 (June 27, 2021): 39–44. http://dx.doi.org/10.24083/apjhm.v16i2.489.

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Disruptive actions in healthcare settings can cause errors, poor client satisfaction, employee turnover, and bigger hospital expenses. This research investigated the determinants of counterproductive work behavior (CWB) such as work-related proactive coping, autonomy, interpersonal conflict, organizational constraints of hospital nurses in a tertiary hospital in large metropolitan city in the Philippines. A descriptive correlational design was utilized in the study. Nurses from the different clinical areas of the hospital were chosen as respondents for this study. Proactive coping received the strongest weight in the model followed by autonomy and organizational constraints; interpersonal conflicts received the lowest of the four weights. Based on the results of the study, the researcher can conclude that work-related proactive coping, autonomy, interpersonal conflicts, and organizational constraints are determinants of counterproductive work behaviors of hospital nurses. Health care managers should formulate customized programs and strategies that can improve employee performance and coping to reduce counterproductive work behaviors. Lastly, further studies would be conducted on other variables that can predict and mediate with counterproductive work behaviors.

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Komari, Nurul, and Sulistiowati Sulistiowati. "Relationship between Organizational Justice and Counterproductive Work Behaviors." GATR Journal of Management and Marketing Review 5, no. 4 (December 22, 2020): 206–12. http://dx.doi.org/10.35609/jmmr.2020.5.4(2).

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Objective – This study examined the mediating role of job satisfaction (JS) on the relationship of distributive justice (DJ), procedural justice (PJ) and interactional justice (IJ) to counterproductive work behavior (CWB). Methodology/Technique – The respondents of this study were a total of 110 employees of service companies in Indonesia. The data used were primary data collected through questionnaires and processed using Partial Least Squares (PLS) analysis. Findings – The results of this research showed that DJ, PJ, and IJ have a positive and significant relationship with JS. DJ has a positive but insignificant relationship with CWB. However, PJ has a negative but significant relationship with CWB. Meanwhile IJ and JS haves an insignificant negative relationship with CWB. JS insignificantly mediates the relationship between organizational justice (OJ) and CWB. Originality/value - This study provides empirical support for the relationship between DJ, PJ, and IJ on JS and CWB. This study also provides evidence regarding the relationship between direct OJ and JS with counterproductive work behavior. Type of Paper: Empirical. JEL Classification: J60, J61, J69. Keywords: organizational justice, job satisfaction, counterproductive work behaviors. Reference to this paper should be made as follows: Komari, N; Sulistiowati. (2020). Relationship between Organizational Justice and Counterproductive Work Behaviors, J. Mgt. Mkt. Review, 5(4) 206 – 212. https://doi.org/10.35609/jmmr.2020.5.4(2)

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Vossen, Juul, and Joeri Hofmans. "Relating within-person personality variability to organizational citizenship behavior and counterproductive work behavior: A resource-based perspective." European Journal of Personality 35, no. 4 (April 22, 2021): 450–65. http://dx.doi.org/10.1177/08902070211005623.

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Research on the effects of within-person personality variability has mainly focused on the consequences for subjective well-being. Drawing on a resource-based approach, we extend this field to the work domain, expecting that since deviating from one’s average trait level is resource intensive, it should relate negatively to behaviors that require the investment of additional resources, such as organizational citizenship behavior (OCB), while it should relate positively to behaviors that replenish one’s resources, such as counterproductive work behavior. Using two personality dimensions that are predictive for work-performance (conscientiousness and core self-evaluations), and a new variability index that is not confounded by the mean, we find an effect of personality variability on negative performance outcomes (counterproductive work behavior), while no relation is found with positive forms of extra-role performance (organizational citizenship behavior). These results were replicated across three separate experience sampling studies, confirming that, while within-person personality variability is related to performance, those relationships are relatively weak and they do not hold for every performance facet.

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Yogasari, Ida Ayu Mahesta, and I. Gusti Ayu Nyoman Budiasih. "Impact of organizational justice perceptions and transformational leadership role on counter productive work behavior." International research journal of management, IT and social sciences 6, no. 6 (November 13, 2019): 239–43. http://dx.doi.org/10.21744/irjmis.v6n6.800.

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This study examines the impact of organizational justice perceptions and transformational leadership role on counterproductive work behavior. The study illustrates that organizational justice (procedural and interactional justice) perception and transformational leadership produces a negative impact on counterproductive work behavior (organizational and interpersonal). The reduction utilizes social exchange theory. Survey methods and purposive sampling methods was conducted by collecting primary data from respondents working as an accounting team member in the Food and Beverage sector of the Badung Regency. The primary data were processed with a multiple linear regression model. Survey results reveal that procedural justice and interactional justice as well as transformational leadership significantly impact counterproductive work behavior (organizational and interpersonal).

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AFZAL, HANNAN, FUWAD BASHIR, and NOSHABA BATOOL. "Impact of Emotional Intelligence on Emotional Labor and Employeeâ€™s Job Performance Behavior." International Review of Management and Business Research 9, no. 4 (December 7, 2020): 148–64. http://dx.doi.org/10.30543/9-4(2020)-14.

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Based on emotional labor theory, this cross-sectional quantitative study examines the relationship between the emotional intelligence, emotional labor, counterproductive work behavior (CWB) and organization citizenship behavior (OCB). Data collected from 315 hospital employees through questionnaire. Data was analyzed through PLS-SEM. Findings indicated a statistically significance relationship between the emotional intelligence and emotional labor as well as organization citizenship behavior and counterproductive work behavior. The research highlights the importance of emotional intelligence skills for the favorable working outcomes. It is recommended for the organizations to understand how employees engage in emotional labor strategies (deep acting and surface acting) with both clients and organizational members (insiders) in order to avoid CWB and exhibit OCB. Keywords: Emotional Intelligence, Emotional Labor, Deep Acting, Surface Acting, Counterproductive Work Behavior, Organization Citizenship Behavior.

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Czarnota-Bojarska, Joanna. "Counterproductive work behavior and job satisfaction: A surprisingly rocky relationship." Journal of Management & Organization 21, no. 4 (June 3, 2015): 460–70. http://dx.doi.org/10.1017/jmo.2015.15.

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AbstractCounterproductive work behavior is detrimental to the organization or to coworkers. It includes both breaking rules or laws, as well as social norms. Many authors show a negative relationship between this behavior and work satisfaction, surmising that the lack thereof – and the ensuing desire to ‘get back’ at the employer – are the seeds of workplace deviance. A study carried out in Polish organizations found this relationship to be less clear. The study concerned work satisfaction and counterproductive behavior, organizational justice, stress at work and propensity for aggressive behavior. A cluster analysis identified a group of individuals in whom relatively high levels of job satisfaction are nevertheless accompanied by proclivity for counterproductive behavior. The configuration of results suggests that this group resorts to counterproductive behavior because of an inability to balance difficulties at work with personal inclinations. The implications of these results for personal management is discussed in the conclusions.

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Mitchell, Marie S. "New Developments in Counterproductive Workplace Behavior (CWB) Research." Academy of Management Proceedings 2018, no. 1 (August 2018): 10313. http://dx.doi.org/10.5465/ambpp.2018.10313symposium.

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Lvyi, ZHANG, HUANG Qing, JIANG Yunjie, and JIANG Chunyan. "Counterproductive work behavior: Research perspective, content and design." Advances in Psychological Science 26, no. 2 (2018): 306. http://dx.doi.org/10.3724/sp.j.1042.2018.00306.

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Journal articles on the topic 'Counterproductive behavior'

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