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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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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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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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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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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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Jung, Hyo Sun, and Hye Hyun Yoon. "Understanding workplace bullying." International Journal of Contemporary Hospitality Management 30, no. 3 (March 19, 2018): 1453–71. http://dx.doi.org/10.1108/ijchm-01-2017-0002.
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Purpose This study aims to investigate the effects of workplace bullying on the coping strategies (responses) and counterproductive behavior of hospitality employees. Design/methodology/approach The sample consisted of 284 luxury hotel employees in the Korean hospitality industry. SPSS and AMOS were the statistical programs used to verify the hypotheses of the present study. Confirmatory factor analysis and reliability analysis were conducted to verify the validity and reliability of the measured items. Before verification of the hypotheses, directivity between factors derived through correlation analysis was verified, and causal relationships with regard to the three hypotheses were verified through the structural equation model. Findings Organizational and work-related bullying had a significant effect on task coping, whereas personal bullying had a significant effect on emotional and avoidance coping. The results also showed that positive task coping did not significantly affect counterproductive behavior, but negative coping, such as emotional and avoidance responses, significantly affected employees’ counterproductive behavior. Originality/value The present study verified that coping responses in work situations can differ depending on the type of workplace bullying that occurs. Task coping, a positive coping strategy, was affected by organizational and work-related bullying, whereas emotional and avoidance coping, negative coping strategies, were negatively affected by personal bullying. Consequently, the possibility of harmful actions against organizations varies depending on the coping strategies chosen by employees who are exposed to bullying. Therefore, appropriate education should be offered to employees to use positive and proactive work-oriented coping strategies when dealing with bullying rather than negative methods such as emotional or avoidance coping.
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Zahid, Ayesha, Sumaira Rehman, Muhammad Rafiq, and Shahan Mehmood Cheema. "As Study on Workplace Ostracism on Work Productive Behavior of Employees With Mediating Effect of Emotional Intelligence." Review of Applied Management and Social Sciences 4, no. 1 (March 27, 2021): 45–62. http://dx.doi.org/10.47067/ramss.v4i1.97.
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Ostracism in the workplace has emerged as the burning issue for organizations, that grabbed the attention of researchers, practitioners and academicians to help corporate world. Thus, every organization is wandering the result-oriented solution to this issue to get employees satisfied and motivated. The research used ostracism as an independent, emotionally intelligence is mediator and counterproductive work behavior, aggressive behavior and workplace deviance as dependent variables. The research is significant for organizations, practitioners, and theory and policy makers. Quantitative research approach is used in this research. A Likert scale close ended questionnaire is used to collect respondents, response. Data is collected from the banking sector. The study has incorporated 300 respondents to collect data. The simple random sampling technique is used for research purpose. Results show that a statistically significant impact exists in the magnitude of counterproductive work behaviors (CWBs) and ostracism, aggressive behavior and ostracism and ostracism and workplace deviance.
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Ciocirlan, Cristina E. "Environmental Workplace Behaviors." Organization & Environment 30, no. 1 (August 1, 2016): 51–70. http://dx.doi.org/10.1177/1086026615628036.
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In response to recent calls for more micro-foundation research in corporate social responsibility, this article approaches environmental sustainability from an organizational behavior/human resource perspective. Specifically, this article refines the concept of the environmental workplace behaviors (EWBs), defined here as “work behaviors directed toward the protection or improvement of the natural environment, which may or may not generate value for the organization; these behaviors may be performed by employees situated at any organizational level.” EWBs include organization citizenship behaviors for the environment (OCBEs), environmental in-role behaviors (EIRBs), and environmental counterproductive workplace behaviors (ECWBs). Furthermore, the article distinguishes between low-intensity and high-intensity EWBs and discusses the importance of constructs such as trust and power for green employee engagement in EWBs. The article concludes with recommendations for future research and practice in the area of environmental behaviors in organizations.
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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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Lucas, Kristen, Andrew S. Manikas, E. Shaunn Mattingly, and Cole J. Crider. "Engaging and Misbehaving: How Dignity Affects Employee Work Behaviors." Organization Studies 38, no. 11 (January 24, 2017): 1505–27. http://dx.doi.org/10.1177/0170840616677634.
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While there has been a growing body of research on workplace dignity, the majority of studies tend to focus on how dignity is experienced by organizational members, paying considerably less attention to consequences for organizations. In this study, we explore the influence of workplace dignity on employee work behaviors that affect organizational performance. Framing our inquiry with Sharon Bolton’s yet-untested multidimensional theory of dignity, we analyze Randy Hodson’s content-coded ethnographic data to reveal that increases in workplace dignity tend to predict increases in employee engagement, yet have mixed effects on counterproductive workplace behaviors. Following a post-hoc ethnographic reimmersion, we identify the critical role of safe and secure working conditions in enabling and constraining employees’ ability to redress or resist workplace indignities with counterproductive workplace behaviors.
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Huangfu, Gang, Feng Lv, Cheng Sheng, and Xiaochen Shi. "Effect of workplace environment cleanliness on judgment of counterproductive work behavior." Social Behavior and Personality: an international journal 45, no. 4 (May 7, 2017): 599–604. http://dx.doi.org/10.2224/sbp.6083.
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We examined the association between workplace environment cleanliness and employees' judgment of counterproductive work behavior (CWB). We recruited 59 participants who were employees of a large company in China, and assigned 28 to a clean workroom and 31 to a dirty workroom. We measured their judgment of whether or not behavior was acceptable, using the Counterproductive Work Behavior Checklist. Results showed that participants working in a clean environment tended to regard CWB as less acceptable than did those in a dirty environment, that is, a cleaner environment led to harsher judgment. Results suggested that there is a metaphorical association between environmental cleanliness and moral judgment. Theoretical and practical implications are discussed.
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Yang, Jun, and Darren C. Treadway. "A Social Influence Interpretation of Workplace Ostracism and Counterproductive Work Behavior." Journal of Business Ethics 148, no. 4 (May 6, 2016): 879–91. http://dx.doi.org/10.1007/s10551-015-2912-x.
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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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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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Martinko, Mark J., Michael J. Gundlach, and Scott C. Douglas. "Toward an Integrative Theory of Counterproductive Workplace Behavior: A Causal Reasoning Perspective." International Journal of Selection and Assessment 10, no. 1&2 (March 2002): 36–50. http://dx.doi.org/10.1111/1468-2389.00192.
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Wardhani, Devianita Puspita, and IJK Sito Meiyanto. "Peran Kecerdasan Emosi dan Iklim Organisasi terhadap Perilaku Kerja Kontraproduktif." Gadjah Mada Journal of Professional Psychology (GamaJPP) 3, no. 2 (February 6, 2019): 123. http://dx.doi.org/10.22146/gamajpp.43408.
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This research aims to determine the role of emotional intelligence and organizational climate in predicting the counterproductive work behavior. This study used a quantitative approach survey. The method of data collection in this research was conducted by distributing scale to the research subjects, with a total of 146 civil servants. The data was analyzed using double regression techniques using SPSS (Statistical Product and Service Solutions) 20.0. The result shows that the emotional intelligence and organizational climate can contribute together to decrease counterproductive behavior that occurs in the workplace (F (2, 143) = 5.266, p<.05, R2 = .069). Limitations and suggestions for further research were also discussed in this study.
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Neubert, Mitchell, Cindy Wu, and Kevin Dougherty. "Servant Leadership from Multiple Domains and Follower Work Behavior." Journal of Management, Spirituality & Religion 18, no. 4 (August 1, 2021): 272–92. http://dx.doi.org/10.51327/clqm9400.
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Managers and ministers exercise influence over their members inside and outside of their organizations. We examine the relationship of servant leadership from two contexts, an individual’s workplace and place of worship, with regulatory foci, and, in turn, entrepreneurial behavior and counterproductive work behavior (CWB) at work. Moreover, we contend that spiritual discipline (i.e., prayer and reading sacred texts) moderates the relationship of servant leadership to regulatory focus by altering the salience of each leader’s behavior. Using data collected in two waves from 912 working adults, we test the proposed relationships with multi-group structural equation modeling. Findings largely support the hypotheses and point toward important implications for servant leadership in both workplace and place of worship settings.
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Prima Putra, Ismoro Reza, P. Tommy Y. S. Suyasa, and Raja Oloan Tumanggor. "PERAN KONTRAK PSIKOLOGIS RELASIONAL DAN TRANSAKSIONAL SEBAGAI PREDIKTOR PERILAKU KERJA KONTRAPRODUKTIF ORGANISASI DAN INTERPERSONAL." Jurnal Muara Ilmu Sosial, Humaniora, dan Seni 4, no. 1 (April 30, 2020): 136. http://dx.doi.org/10.24912/jmishumsen.v4i1.7550.2020.
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Counterproductive work behavior occured in Indonesia, especially in companies. Companies that have many employees with counterproductive work behavior will have a negative impact on the productivity and business of the company. Counterproductive work behavior can be explained by psychological contracts held by each employee. Therefore, this study has examined the role of relational and transactional psychological contracts as predictors of organizational and interpersonal counterproductive work behavior. Counterproductive work behavior was defined as behavior that violates organizational norms and is detrimental to the organization and the individuals within it. Meanwhile, employee psychological contracts were defined as employee perceptions of behavioral obligations that must be given to the organization. Participants in this study were 378 employees in one company in Jakarta. Counterproductive work behavior measurement tool used a workplace deviance scale with a total of 48 items. Meanwhile, psychological contract measurement tools consist of 33 items. The analytical method that has been used is regression and bootstrapping. The results showed that relational psychological contracts play a negative role in predicting organizational counterproductive work behavior (β = -0.308, p <0.01) and interpersonal (β = -0.307, p <0.01). Meanwhile, transactional psychological contracts play a positive role in predicting counterproductive organizational work behavior (β = 0.199, p <0.01) and interpersonal (β = 0.221, p <0.01). Through the Mann-Whitney U test there were differences in relational psychological contracts (U = 6179.00, p <0.05), organizational counterproductive work behavior (U = 3332.50, p <0.05), and interpersonal counterproductive work behavior (U = 4491.00, p <0.05) between male employees and female employees. Meanwhile, there was no difference in the transactional psychological contract between male and female employees (U = 8321.00, p> 0.05). Implications for theory and practice are discussed. Perilaku kerja kontraproduktif banyak terjadi di Indonesia khususnya di perusahaan. Perusahaan yang banyak memiliki karyawan dengan perilaku kerja kontraproduktif akan memiliki dampak negatif terhadap produktivitas dan bisnis perusahaan. Perilaku kerja kontraproduktif dapat dijelaskan oleh kontrak psikologis yang dimiliki oleh setiap karyawan. Oleh karena itu, penelitian ini menguji peran kontrak psikologis relasional dan transaksional sebagai prediktor terjadinya perilaku kerja kontraproduktif organisasi dan interpersonal. Perilaku kerja kontraproduktif didefinisikan sebagai perilaku yang melanggar norma-norma organisasi dan merugikan organisasi maupun individu di dalamnya. Sementara itu, kontrak psikologis karyawan didefinisikan sebagai persepsi karyawan terhadap kewajiban perilaku yang harus diberikan kepada organisasinya. Partisipan dalam penelitian ini adalah 378 karyawan di salah satu perusahaan di Jakarta. Alat ukur perilaku kerja kontraproduktif menggunakan workplace deviance scale dengan total 48 item. Sementara itu, alat ukur kontrak psikologis terdiri dari 33 item. Metode analisis yang digunakan adalah regresi dan bootstrapping. Hasil penelitian menunjukkan bahwa kontrak psikologis relasional berperan negatif dalam memprediksi perilaku kerja kontraproduktif organisasi (β=-0.308, p < 0.01) dan interpersonal (β=-0.307, p < 0.01). Sementara itu, kontrak psikologis transaksional berperan positif dalam memprediksi perilaku kerja kontraproduktif organisasi (β=0.199, p < 0.01) dan interpersonal (β=0.221, p < 0.01). Melalui uji Mann-Whitney U terdapat perbedaan kontrak psikologis relasional (U=6179.00, p < 0.05), perilaku kerja kontraproduktif organisasi (U=3332.50, p < 0.05), dan perilaku kerja kontraproduktif interpersonal (U=4491.00, p < 0.05) antara karyawan laki-laki dan karyawan perempuan. Sementara itu, kontrak psikologis transaksional antara karyawan laki-laki dan karyawan perempuan tidak terdapat perbedaan (U=8321.00, p > 0.05). Hasil dari penelitian ini, baik secara teori maupun praktik, akan didiskusikan lebih lanjut.
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Al-Nasser, Amjad, and Mohamed Behery. "Examining the relationship between organizational coaching and workplace counterproductive behaviours in the United Arab Emirates." International Journal of Organizational Analysis 23, no. 3 (July 13, 2015): 378–403. http://dx.doi.org/10.1108/ijoa-08-2014-0793.
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Purpose – The purpose of this study is to establish both the validity of Western theories within the Middle East, namely, the United Arab Emirates (UAE), and to further improve and extend our understanding of the effect of organisational coaching on counterproductive behaviours, such as bullying and alienation. Design/methodology/approach – A sample size of 656 participants from 29 organisations and 14 different industries was employed. A research model was proposed, refined and tested through a quantitative paradigm using one dimension nonlinear principal components analysis, linear structural equation modelling (SEM) and MANOVA. Findings – The correlation analysis results show non-significant negative correlations between coaching and all of the organisational counterproductive behaviour dimensions but not certainty. It was found that a significant weak relationship exists between most of the mediator dimensions, while a strong relationship exists between job alienation and workplace bullying. Results of the linear SEM provide support that coaching is related to certainty. Furthermore, the results reveal that certainty mediates a significant link between coaching and organisational counterproductive work behaviours (job alienation and bullying). Originality/value – The study is considered the first in the UAE to investigate organisational counterproductive work behaviours (bullying and job alienation). The main contribution of this study is to quantify the relationship between organisational coaching and bullying and job alienation mediated by organisational climate dimensions.
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Elsayed, Noura, wafaa Sleem, and Eltahra Abo Habieb. "THE ROLE OF NEGATIVE AFFECTIVITY AND INCIVILITY BEHAVIOR ON INCIDENCE OF COUNTERPRODUCTIVE WORKPLACE BEHAVIOR AMONG NURSES." Mansoura Nursing Journal 6, no. 1 (January 1, 2019): 213–25. http://dx.doi.org/10.21608/mnj.2019.154370.
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Elsayed, Noura, wafaa Sleem, and Eltahra Abo Habieb. "THE ROLE OF NEGATIVE AFFECTIVITY AND INCIVILITY BEHAVIOR ON INCIDENCE OF COUNTERPRODUCTIVE WORKPLACE BEHAVIOR AMONG NURSES." Mansoura Nursing Journal 6, no. 1 (January 1, 2019): 213–25. http://dx.doi.org/10.21608/mnj.2019.175786.
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Muneer, Saqib, Khalid Jamil, and Muhammad Idrees. "A Study of Casual Relationship of Job Design and Employee’s Behavior." Information Management and Business Review 9, no. 6 (February 9, 2018): 26–35. http://dx.doi.org/10.22610/imbr.v9i6.2039.
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Some factors other than higher salaries, compensation benefits and conducive workplace seem to have strong impact on employee’s performance i.e. organization citizenship behavior and counterproductive work behavior. Purpose of this study is to examine the impact of job design elements i.e. job enlargement, job enrichment and job rotation on employee’s organizational citizenship behavior and counterproductive work behavior in the banking sector of Faisalabad and extent to which this relationship is mediated by motivation. Data was collected from 170 frontline managers of banks. After analysis of data, it was found that that there is a positive and significant relationship between job enlargements, job enrichment on OCB while negative and significant relationship between job rotation and OCB. Negative and significant relationship between job enlargement and CWB, negative but insignificant relationship between job enrichment and CWB while positive and significant relationship was found between the job rotation and CWB. Motivation was partially mediating the relationship between job enlargement, enrichment, rotation and organizational citizenship behavior, while motivation was partially mediating the relationship between job rotation and counterproductive work behavior. This study enhances the existing literature of job design and contributes to research by finding how job design influences the OCB & CWB.
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Bing, Mark N., Susan M. Stewart, H. Kristl Davison, Philip D. Green, Michael D. McIntyre, and Lawrence R. James. "An integrative typology of personality assessment for aggression: Implications for predicting counterproductive workplace behavior." Journal of Applied Psychology 92, no. 3 (2007): 722–44. http://dx.doi.org/10.1037/0021-9010.92.3.722.
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Samnani, Al-Karim, Sabrina Deutsch Salamon, and Parbudyal Singh. "Negative Affect and Counterproductive Workplace Behavior: The Moderating Role of Moral Disengagement and Gender." Journal of Business Ethics 119, no. 2 (January 30, 2013): 235–44. http://dx.doi.org/10.1007/s10551-013-1635-0.
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Ng, Jhony Choon Yeong, Iris Yu Ting Shao, and Yiping Liu. "This is not what I wanted." Employee Relations 38, no. 4 (June 6, 2016): 466–86. http://dx.doi.org/10.1108/er-12-2015-0216.
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Purpose – Many fresh graduates have unrealistic career expectations. When reality sets in after graduation, they may be disappointed. Due to factors such as the limited availability of feasible alternative career options, employees who have to stay in jobs they dislike may feel trapped. To alleviate the resulting stresses, they may engage in avoidance coping strategies, such as non-work-related social media use, to discharge their mental strains. The purpose of this paper is to discuss how the perception of being trapped can result in the adoption of avoidance coping strategies, and how these strategies can influence individual performance and social media use. Design/methodology/approach – Based on the literature on avoidance coping strategy, goal orientation theory, and performance theory, the authors proposed a theoretical model on how the avoidance coping strategy of an individual can influence their performance and workplace behavior. Findings – The authors propose that when a fresh graduate feels “trapped” in a job, the stresses experienced may cause them to hide behind their defense mechanisms. An avoidance coping strategy may then be adopted, and this will influence the individual’s workplace behavior (in terms of non-work-related use of social media) and performance. Practical implications – If an avoidance coping strategy is an antecedent to non-work-related use of social media, then controlling the use of social media in the workplace may only cause these employees to switch to other forms of self-distraction (for instance, spending more time chatting with colleagues). Under some circumstances, the use of such control mechanisms may even give cyberloafers stronger urges to use social media for non-work-related purposes. If this is the case, managers should reconsider their current approach in handling the related behavior. Social implications – If the cause of non-work-related use of social media in the workplace is an avoidance coping strategy, then the engagement of such workplace behaviors should not be considered “intentionally harmful actions”. One important criterion for workplace behavior to qualify as a type of counterproductive behavior is that such behavior must be conducted to be intentionally harmful. Given this, the resulting actions of an avoidance coping strategy should not be considered a form of counterproductive behavior, and the authors should reconsider the conceptualization of cyberloafing provided in the organizational literature. Originality/value – The authors believe that this research represents one of the first attempts to bridge the gap between clinical and managerial literature. It attempts to explain non-work-related use of social media in the workplace from the perspective of trapped perception and avoidance coping strategy, and it argues that not all forms of non-work-related use of social media in the workplace are instances of cyberloafing.
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Lee, Stacy H., and Jung E. Ha-Brookshire. "In pursuit of corporate sustainability: factors contributing to employees' workplace behavior." Journal of Fashion Marketing and Management: An International Journal 24, no. 2 (May 11, 2020): 235–49. http://dx.doi.org/10.1108/jfmm-09-2019-0203.
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PurposeAchieving sustainability is imperative for all businesses but perhaps even so more in fashion retail. As a vital group of stakeholders, employees interact with all other stakeholders and play a critical role in the sustainability of an organization.Design/methodology/approachThis study is to investigate internal and external factors that influence employees' harmful or useful behaviors based on the Social Cognitive Theory (SCT) of morality.FindingsThe findings show that employees' perceptions of the moral responsibility of achieving corporate sustainability both as an internal corporate ethical value and as an external factor influenced their organizational citizenship behavior, as well as their propensity toward displaying counterproductive workplace behavior. Higher quality relationships with managers were found to strengthen the relationship between corporate ethical values (CEVs) and organizational citizenship behaviors.Research limitations/implicationsThe objective of this study focused exclusively on the US fashion retail employees. Therefore, it is suggested that future research compares the cultural influences on employees as related to the moral responsibility of corporate sustainability.Originality/valueThis study is one of few studies which have explored the level of employees' perceived moral responsibility toward the notion of how corporate sustainability should be accomplished.
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Qin, Chuanyan, Kunjin Wu, Xiaolang Liu, Shanshi Liu, and Wenzhu Lu. "The Effect of Job Security on Deviant Behaviors in Diverse Employment Workplaces: From the Social Identity Perspective." International Journal of Environmental Research and Public Health 18, no. 14 (July 9, 2021): 7374. http://dx.doi.org/10.3390/ijerph18147374.
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Organizational scholars concur that job security can attach employees to a workplace and improve their job quality. The relationship between job security and employees’ deviant behaviors in the workplace, such as counterproductive work behavior (CWB), lacks insights into how or why this occurs, especially in a diversified employment context. To address these limitations, we developed a theoretical model of job security impact on employees’ CWB from the perspective of social identity. Analysis of employees (N = 208) and their supervisors in a China state-owned company were used to test the hypothesis. Results confirmed the negative relationship between job security and CWB; organizational identification partly mediates the relationship between job security and CWB. Moderated mediation analyses further indicate that the indirect effect of job security on CWB via organizational identification are stronger for temporary employees than for permanent employees. This article contributes to the understanding of job security’s impact on employees’ deviant behavior, practical implications and research aspects are discussed.
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Huda M. Mashal. "A Review of Cyberloafing Predictors in Literature." Sustainable Business and Society in Emerging Economies 2, no. 1 (June 30, 2020): 21–27. http://dx.doi.org/10.26710/sbsee.v2i1.1196.
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Surfing the Internet for personal purposes during working hours is known as cyberloafing. Employers consider cyberloafing as a counterproductive behavior that causes productivity losses. Researchers, however, have demonstrated to find cyberloafing beneficial for the employees' social and emotional needs. It is essential to investigate the causes of cyberloafing to predict the behavior and recommend the appropriate workplace Internet use policies in favor of employee productivity. This paper will provide the main tested cyberloafing predictors in the literature. This paper will provide academic information necessary for establishing future researches on cyberloafing.
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Yan, Yanling, Erhua Zhou, Lirong Long, and Yang Ji. "The Influence of Workplace Ostracism on Counterproductive Work Behavior: The Mediating Effect of State Self-Control." Social Behavior and Personality: an international journal 42, no. 6 (July 16, 2014): 881–90. http://dx.doi.org/10.2224/sbp.2014.42.6.881.
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We investigated the influence of workplace ostracism (WOS) on counterproductive work behavior (CWB) and the mediating effect of state self-control (SSC) on the above relationship, in a Chinese cultural context. We based our study on the theory of self-control resources. To avoid common method bias, we examined our hypotheses with 356 pairs of supervisor-subordinate dyads and collected data from 26 enterprises in central China. We used structural equation modeling to test the hypotheses. The results indicated that WOS was positively related to both organizational and interpersonal employee CWB. In addition, the results showed that SSC mediated the relationship between WOS and CWB. Implications for theory and management are discussed.
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Suyasa, P. Tommy Y. S. "The Role of Quality of Work Life as a Predictor of Counterproductive Work Behavior." ANIMA Indonesian Psychological Journal 32, no. 3 (April 25, 2017): 169–83. http://dx.doi.org/10.24123/aipj.v32i3.631.
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Counterproductive work behavior (CWB) is work behavior that violates the rules/norms (written or unwritten) that could potentially harm an organization or members of an organization. This study aimed to explain CWB based on the condition of the quality of work life (QWL). CWB can be negative behavior towards co-workers/supervisors/subordinates in the workplace (CWB-I) and can be either negative behavior towards tasks/rules/organizational system (CWB-O). Participants in this study were the members of National Police. The number of participants was 305 people. Based on the analysis, the better the quality of relationships with supervisors (supervisory), the implementation of work culture (constitutionalism), the quality of relationships with co-workers (co-worker), and the quality of tasks/responsibilities (promotion), the lower the CWB-I. Meanwhile, the lower levels of CWB-O were predicted by the promotion of quality of relationships with supervisors (supervisory). The study raised a further question concerning why the higher quality of/balance between work and private life (work life balance) led into the higher levels of CWB-I.
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Uche, Ignatius Ikechukwu, Olusoji George, and Wuraola Abiola. "Counterproductive Work Behaviors: a Socio-Demographic Characteristic-Based Study among Employees in the Nigerian Maritime Sector." Acta Universitatis Sapientiae, Economics and Business 5, no. 1 (November 1, 2017): 117–38. http://dx.doi.org/10.1515/auseb-2017-0006.
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AbstractThe prevalence of counterproductive work behavior (CWB) does not only differ across industries but also varies significantly according to socio-demographic characteristics. This study examines CWB and socio-demographic characteristics among selected employees in the Nigerian maritime industry. Causal research design was adopted to survey 1,000 employees selected through multistage sampling approach in three selected parastatals (Nigerian Ports Authority, Nigerian Maritime Administration and Safety Agency, and Nigerian Shippers Council). The data obtained were analyzed with ANOVA and t-test. Based on the analysis carried out, CWB was found to be significantly related to gender, age, marital status, employee cadre, and income, while employees’ level of educational attainment is not significantly related to CWB. Based on the abovementioned findings, the study concludes that the level of education is not significantly connected to the employees’ propensity towards CWB, while other socio-demographic variables are strongly associated to CWB in the workplace. The study recommends that management should develop a mechanism for identifying and selecting their potential employees as a guide against poor organizational fit of employees and that of the organization. Likewise, effort should be intensified to develop and improve organizational culture that will propel citizenship behavior in the workplace.
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Bowling, Nathan A., Brian D. Lyons, and Gary N. Burns. "Staying Quiet or Speaking Out: Does Peer Reporting Depend on the Type of Counterproductive Work Behavior Witnessed?" Journal of Personnel Psychology 19, no. 1 (January 2020): 14–23. http://dx.doi.org/10.1027/1866-5888/a000238.
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Abstract. Peer reporting, which occurs when employees report the occurrence of coworkers’ counterproductive work behavior (CWB) to organizational authorities, may help management detect CWBs that would otherwise be overlooked. We examined whether peer reporting depends on two CWB characteristics identified by Robinson and Bennett [(1995) A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555–572]: (a) the target of the CWB and (b) the severity of the CWB. Specifically, we hypothesized that witnesses are more likely to report CWBs targeting individuals than CWBs targeting the organization and that they are more likely to report serious CWBs than minor CWBs. Using a diversely employed sample ( N participants = 139; N observations = 3451), we found support for the hypothesized effects of CWB severity, but not for the hypothesized effects of CWB target.
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Lubbadeh, Tareq. "Job Burnout and Counterproductive Work Behaviour of the Jordanian Bank Employees." Organizacija 54, no. 1 (February 1, 2021): 49–62. http://dx.doi.org/10.2478/orga-2021-0004.
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Abstract Background/Purpose: This study investigated the relationship between job burnout and counterproductive work behavior (CWB) among 307 employees drawn from various banks within Jordan. This study also examined the levels of job burnout and CWB with regard to gender, age, marital status, and education. Methodology: For data collection, the convenience sampling method is utilized to survey frontline bank employees. The Oldenburg Burnout Inventory scale, which assesses exhaustion, disengagement, and the CWB scale from the Individual Work Performance Questionnaire (IWPQ), were used for data collection. The data were analyzed using the Statistical Package for Social Science 25.0. Results: The study results suggest that there is a significant positive relationship between job burnout two dimensions and CWB. The research also shows that age, education, and marital status affect both job burnout and CWB. Nevertheless, gender was found to have a significant effect only on the disengagement dimension of job burnout. Further, the study implies that exhaustion and disengagement are vital predictors influencing CWB. Conclusion: With regard to the results, the phenomena of job burnout provide the means that can provoke deviant behavior in the workplace.
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Schilbach, Miriam, Anja Baethge, and Thomas Rigotti. "Why employee psychopathy leads to counterproductive workplace behaviours : an analysis of the underlying mechanisms." European Journal of Work and Organizational Psychology 29, no. 5 (March 20, 2020): 693–706. http://dx.doi.org/10.1080/1359432x.2020.1739650.
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Bernerth, Jeremy B., and H. Jack Walker. "Altered States or Much to Do About Nothing? A Study of When Cannabis Is Used in Relation to the Impact It Has on Performance." Group & Organization Management 45, no. 4 (May 17, 2020): 459–78. http://dx.doi.org/10.1177/1059601120917590.
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As more local, state, and national governments change laws regarding the legality of cannabis use, it is essential for organizations to understand how the workplace may be influenced by these changes. The current study begins to answer this question by examining the relationship between three temporal-based cannabis measures and five forms of workplace performance. Using data from 281 employees and their direct supervisors, our results indicate that cannabis use before and during work negatively relate to task performance, organization-aimed citizenship behaviors, and two forms of counterproductive work behaviors. At the same time, after-work cannabis use was not related (positively or negatively) to any form of performance as rated by the user’s direct supervisor. We discuss methodological, theoretical, and practical implications for researchers, organizations, and governmental agencies concerned with cannabis use.
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Mao, Jih-Yu, Ye Zhang, Lifan Chen, and Xin Liu. "Consequences of supervisor self-interested behavior: a moderated mediation." Journal of Managerial Psychology 34, no. 3 (April 8, 2019): 126–38. http://dx.doi.org/10.1108/jmp-04-2018-0170.
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Purpose The purpose of this paper is to investigate the negative consequences of employee perceptions of supervisor self-interested behavior (SIB). Using social exchange theory, the authors argue that perceived supervisor SIB reduces affective commitment to the supervisor (ACS), which in turn fosters employees’ negative reciprocal behavior in the form of counterproductive work behavior – interpersonal (CWBI) and counterproductive work behavior – organizational (CWBO). In addition, the authors identify employee power distance orientation (PDO) as an important contingent factor that influences the indirect effects. Design/methodology/approach Using a final sample of 441 employees from 146 workgroups across 6 firms in China, the hypotheses are tested using multilevel path analysis to account for the nesting effects. Findings Perceived supervisor SIB is negatively related to ACS, which in turn is related to employee CWBI and CWBO. Furthermore, employee PDO moderates the indirect effects of perceived supervisor SIB on employee CWBI and CWBO through decreased ACS. Specifically, when employee PDO is low, the indirect effects on employee CWBI and CWBO are stronger. Originality/value This is one of the first studies to investigate the influence of employee perceptions of supervisor SIB on negative employee behavior in the workplace. Furthermore, it furthers our understanding of how negative exchange can stimulate negative reciprocal behavior, which is a relatively underexplored area. Another strength of this paper is the multi-time survey design and the adoption of multilevel path analysis.
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Flaherty, Shane, and Simon A. Moss. "The Impact of Personality and Team Context on the Relationship Between Workplace Injustice and Counterproductive Work Behavior." Journal of Applied Social Psychology 37, no. 11 (November 2007): 2549–75. http://dx.doi.org/10.1111/j.1559-1816.2007.00270.x.
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Sears, Karen, and Gail Sears Humiston. "The role of emotion in workplace incivility." Journal of Managerial Psychology 30, no. 4 (May 11, 2015): 390–405. http://dx.doi.org/10.1108/jmp-11-2012-0373.
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Purpose – The purpose of this paper is to examine leader-member exchange (LMX) and perceived organizational support (POS) as moderators of the relationship between psychological contract violation and workplace incivility. Design/methodology/approach – An online survey was administered to employed adults. Findings – The association between violation and incivility was more pronounced when levels of LMX and POS were higher. Research limitations/implications – The correlation design limits the ability to draw causal inferences. Affect models, including but not limited to affect infusion model (AIM), offer a useful framework for enhancing understanding of incivility and other forms of counterproductive work behaviors. Practical implications – The study has contributed to knowledge about contract violation’s implications for work behaviors, such as incivility. Managers sensitive to the dynamics of contract breach may prevent feelings of violation by communicating clearly and often about expectations, resources, and procedures. Social implications – Organizational and societal leaders may be well served by knowledge about preventing people’s intense responses to perceived violation by appropriately responding to perceived breach. Originality/value – The study draws upon AIM as a novel approach to understanding conditions under which negative emotions are most likely to relate to workplace incivility. Moreover, the roles of social exchange variables LMX and POS have heretofore been unexplored as moderators of the violation-incivility relationship.
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Spector, Paul E. "Employee Control and Occupational Stress." Current Directions in Psychological Science 11, no. 4 (August 2002): 133–36. http://dx.doi.org/10.1111/1467-8721.00185.
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Occupational stress has been recognized as a major health issue for modern work organizations. Conditions of the workplace have been shown to lead to negative emotional reactions (e.g., anxiety), physical health problems in both the short term (e.g., headache or stomach distress) and the long term (cardiovascular disease), and counterproductive behavior at work. Perceptions of control play an important role in this process, being associated with all of these variables. Evidence is growing that enhanced control at work can be an important element in employees' health and well–being. These relationships can be understood in the context of the control–stress model.
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Behery, Mohamed, and Amjad Al-Nasser. "Examining the impact of leadership style and coaching on employees’ commitment and trust." International Journal of Organizational Analysis 24, no. 2 (May 9, 2016): 291–314. http://dx.doi.org/10.1108/ijoa-03-2014-0749.
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Purpose The purpose of this study is to analytically extend the understanding of leadership styles and organisational coaching and their influence on organisational outcomes and workplace counterproductive behaviours within a non-Western context, i.e. the United Arab Emirates (UAE). Design/methodology/approach In this study, a sample size of 656 participants from 14 different business sectors in the Emirates was used. The meta-analysis concept of latent variables and non-linear principal components analysis, along with the corresponding methodology of structural equation modelling, were implemented. Findings The study finds that organisational coaching has a significant positive effect on transactional leadership and has a significant influence on job alienation. Interestingly, coaching has a significant effect on commitment and counterproductive workplace behaviours. The detailed data analysis using F tests and independent t-tests, when applicable, indicated that there was a tendency for older employees to have more favourable attitudes towards transformational leadership or commitment but not towards coaching. Originality/value Despite the popularity of the presented topic in today's organisations, research in a Middle East context has not kept pace with its counterpart in Western areas of the world. The present study attempts to bridge the gap between Western theories in developed countries and under-researched Eastern countries, namely, the UAE, and to test the impact of leadership styles and organisational coaching and their influence on employee commitment and trust mediated by job bullying and job alienation.
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Serenko, Alexander. "Knowledge sabotage as an extreme form of counterproductive knowledge behavior: the perspective of the target." Journal of Knowledge Management 24, no. 4 (March 31, 2020): 737–73. http://dx.doi.org/10.1108/jkm-06-2019-0337.
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Purpose This study aims to explore the existence of knowledge sabotage in the contemporary organization from the perspective of the target. Design/methodology/approach This study collected and analyzed 172 critical incidents reported by 109 employees who were targets of knowledge sabotage in their organizations. Findings Over 50 per cent of employees experienced at least one knowledge sabotage incident. Knowledge sabotage is driven by three factors, namely, gratification, retaliation against other employees and one’s malevolent personality. Knowledge saboteurs are more likely to provide intangible than tangible knowledge. Knowledge sabotage results in extremely negative consequences for individuals, organizations and third parties. Organizations often indirectly facilitate knowledge sabotage among their employees. Both knowledge saboteurs and their targets believe in their innocence – saboteurs are certain that their action was a necessary response to targets’ inappropriate workplace behavior, whereas targets insist on their innocence and hold saboteurs solely responsible. Practical implications Organizations should recruit employees with compatible personalities and working styles, introduce inter-employee conflict prevention and resolution procedures, develop anti-knowledge sabotage policies, clearly articulate the individual and organizational consequences of knowledge sabotage and eliminate zero-sum game-based incentives and rewards. Originality/value This is the first study documenting knowledge sabotage from the target’s perspective.
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Feeney, Justin R., Ian R. Gellatly, Richard D. Goffin, and Michelle Inness. "Organizational Attachment." Journal of Personnel Psychology 19, no. 3 (July 2020): 113–24. http://dx.doi.org/10.1027/1866-5888/a000252.
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Abstract. There is a trend to view workplace relationships through the lens of attachment theory. We developed and validated a 7-item Organizational Attachment Scale (OAS). In Study 1, we recruited 957 participants, who filled out study materials at three separate times. The OAS preserved the two-factor solution in traditional attachment measures – anxious attachment and avoidant attachment – and was invariant across time. In Study 2, we recruited 400 participants who completed the OAS in addition to several other surveys. The OAS was conceptually unique from Richards and Schat’s (2011) Co-Worker Attachment Scale (CWAS). The OAS incrementally predicted organizational commitment, job satisfaction, and organizational identity beyond the CWAS. Additionally, the OAS incrementally predicted organizational citizenship behavior and counterproductive work behavior beyond the CWAS.
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Mekpor, Benjamin, and Kwasi Dartey-Baah. "Voluntary workplace behaviors among employees of high and low-performing banks." International Journal of Organizational Analysis 27, no. 1 (March 11, 2019): 2–18. http://dx.doi.org/10.1108/ijoa-06-2017-1179.
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Purpose The purpose of this study is to determine whether there is a difference with the exhibition of voluntary workplace behaviors (i.e. organizational citizenship behaviors [OCB] and counterproductive workplace behaviors [CWB]) among employees of high and low-performing banks in Ghana. Design/methodology/approach The quantitative approach was adopted to collect data from employees of selected banks from Ghana’s Club 100. The independent t-test was used to categorize the exhibition of employees’ OCB and counterproductive workplace behaviors by the type bank (i.e. high- or low-performing banks). Findings Contrary to the speculations of the study, employees of high-performing banks did not score higher in the exhibition of OCB compared to low-performing banks. Employees of low-performing banks were also not found to score higher with respect to CWB as compared to those of high-performing banks. Research limitations/implications The research adopted a single rating method of collecting data from respondents. There could, however, be a level of biasness from the employees’ point of view of their exhibition of both OCB and CWB. Future research should thus seek to use a dyad method of collating data from both managers and employees of employees’ voluntary workplace behaviors. The study only focused on OCB as having a positive impact on the performance of banks and CWB having a negative impact. Future studies could also peruse both positive and negative impacts of OCB and CWB on the performance of organizations. An assessment of the various dimensions of both OCB and CWB (e.g. OCB-I, OCB-O, CWB-I and CWB-O) and their distinctive impacts on organizational performance is also suggested. Moreover, the adoption of only the quantitative approach to measuring the variables under the study was also identified as a limitation. This made it difficult to further peruse the intentions of employees to either engage in OCB or CWB. Further research could adopt the mixed-method approach that will add to the rigor in terms of the analyses. Researchers could also explore the same relationship among other sectors such as manufacturing. Further studies should also be conducted to peruse what promotes or inhibits the performance of banks irrespective of the voluntary workplace behaviors of the employees. More so, further research could also assess whether the workload of employees can predict employees’ voluntary workplace behaviors. Specific to the banking sector and others with the same working environment, future studies can investigate the factors that inhibit and encourage employees’ exhibition of OCB and CWB. Practical implications It was thus concluded that even though voluntary behaviors of employees influence the performance of organizations particularly banks, their effect is not that significant. This could be as a result of the tight schedules, structured and controlled nature of work activities in the banks that make employees so occupied throughout their working day to the extent they have perhaps no time to engage in extra-role activities. This calls for the need for banks to further explore other opportunities that contribute to boosting employee performance. Originality/value The study provides an in-depth account on whether OCB and CWB of employees predict the performance of organizations, especially banks in Ghana.
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Park, Sojung, and Woosung Choi. "A Study on the Effect of Workplace Verbal-Violence perceived by Hotel Employee on Anger Expression, Interpersonal Citizenship Behavior and Counterproductive Work Behavior." Journal of Tourism Management Research 21, no. 2 (March 31, 2017): 1–28. http://dx.doi.org/10.18604/tmro.2017.21.2.1.
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Mekpor, Benjamin, and Kwasi Dartey-Baah. "Leadership styles and employees’ voluntary work behaviors in the Ghanaian banking sector." Leadership & Organization Development Journal 38, no. 1 (March 6, 2017): 74–88. http://dx.doi.org/10.1108/lodj-09-2015-0207.
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Purpose The purpose of this paper is to determine the extent to which leadership styles predict the voluntary work behaviors of employees. Design/methodology/approach The quantitative approach was adopted to collect data from 234 respondents. Both purposive and simple random sampling techniques were used for the selection of the respondents. Findings The findings of the study revealed that though both the transformational and transactional leadership styles positively predicted the organizational citizenship behavior (OCB) of employees, transformational leadership is more significant. Also, transformational leadership was found to have a significant negative relationship with the counterproductive workplace behavior (CWB) of employees, whereas transactional leadership had an insignificant relationship with CWB. Research limitations/implications The research addresses the gap in the literature on how leadership styles influence employees’ tendency to exhibit either OCB or CWB specifically in the Ghanaian context. Practical implications The findings suggested that transformational leadership should be used in the quest to encourage OCB and to mitigate CWB. Originality/value The study provides an in-depth account on how the leaders’ style influences both employees’ OCB and CWB and how to appropriately manage such voluntary behaviors.
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Serenko, Alexander, and Chun Wei Choo. "Knowledge sabotage as an extreme form of counterproductive knowledge behavior: the role of narcissism, Machiavellianism, psychopathy, and competitiveness." Journal of Knowledge Management 24, no. 9 (September 2, 2020): 2299–325. http://dx.doi.org/10.1108/jkm-06-2020-0416.
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Purpose This study empirically tests the impact of the Dark Triad personality traits (narcissism, Machiavellianism, psychopathy) and co-worker competitiveness on knowledge sabotage. Design/methodology/approach A model was constructed and tested by means of Partial Least Squares with data from 150 participants recruited via Amazon’s Mechanical Turk. Findings The individual personality traits of narcissism, Machiavellianism, and psychopathy are significant predictors of individual knowledge sabotage behavior, whereas co-worker Machiavellianism and psychopathy trigger co-worker knowledge sabotage. Out of the three Dark Triad traits, individual and co-worker psychopathy emerged as the strongest knowledge sabotage predictor. Co-worker competitiveness has a positive effect on co-workers’ knowledge sabotage behavior. There is a relatively strong relationship between co-worker and individual knowledge sabotage which suggests that knowledge sabotage is a form of contagious workplace behavior. Individuals underestimate their negative behavior and traits and/or overestimate those of their fellow co-workers. Practical implications Managers should realize that the Dark Triad personality traits could predispose certain individuals to engage in extremely harmful counterproductive knowledge behavior. They need to ensure that individuals with these traits are not hired or are identified during their probation periods. It is recommended that organizations include knowledge sabotage measures in their periodic employee surveys. Organizations should help their employees objectively re-evaluate their own traits and knowledge behavior as well as those of their colleagues to ensure that their reciprocating knowledge behavior is more aligned with the reality in their organization. Originality/value This study offers a reliable and valid quantitative survey instrument to measure the presence of knowledge sabotage.
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YANG, JIXIA, and JAMES M. DIEFENDORFF. "THE RELATIONS OF DAILY COUNTERPRODUCTIVE WORKPLACE BEHAVIOR WITH EMOTIONS, SITUATIONAL ANTECEDENTS, AND PERSONALITY MODERATORS: A DIARY STUDY IN HONG KONG." Personnel Psychology 62, no. 2 (June 2009): 259–95. http://dx.doi.org/10.1111/j.1744-6570.2009.01138.x.
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Aubé, Caroline, and Vincent Rousseau. "Yes, we complain … so what?" Journal of Managerial Psychology 31, no. 7 (September 12, 2016): 1137–51. http://dx.doi.org/10.1108/jmp-08-2015-0304.
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Purpose The purpose of this paper is to theorize and test a model concerning the role of complaining behaviors in work teams. Despite the prevalence of workplace complaining, there is no consensus in the literature regarding the consequences of those behaviors and the extent to which they are harmful. Design/methodology/approach Using a multisource approach and a team-level design, the authors collected data from 82 teams (i.e. 394 members and their 82 immediate superiors) working in a Canadian public safety organization. Findings The results show that complaining behaviors are negatively related to two effectiveness outcomes (i.e. team performance and team process improvement) and that meaningfulness mediates these relationships. The results also reveal that task interdependence moderates the relationship between complaining behaviors and meaningfulness. More specifically, complaining behaviors have a stronger relationship with meaningfulness when the level of task interdependence is high. Originality/value The present study contributes to the literature on counterproductive behaviors by deepening the understanding of emergent states and outcomes stemming from workplace complaining, particularly in work teams. The findings of this study highlight the negative consequences that complaining behaviors may have in a team setting, the underlying mechanism involved in these relationships, and the moderating role of task interdependence.
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Allen, Joseph A., Michael A. Yoerger, Nale Lehmann-Willenbrock, and Johanna Jones. "Would you please stop that!?" Journal of Management Development 34, no. 10 (October 12, 2015): 1272–87. http://dx.doi.org/10.1108/jmd-02-2015-0032.
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Purpose – Meetings are ubiquitous in organizational life and are a great source of frustration and annoyance to many employees in the workplace, in part due to counterproductive meeting behaviors (CMBs). CMBs include engaging in irrelevant discussion, complaining about other attendees, arriving to the meeting late, and other similar, disruptive behaviors. Consistent with conservation of resources theory, the purpose of this paper is to examine the potential resource draining effect of CMBs on two key workplace attitudes/behaviors, employee voice, and coworker trust. Design/methodology/approach – The authors used Amazon’s MTurk service to recruit a sample of full-time working adults from a variety of industries who regularly attend meetings. Participants completed a survey with items relating to CMBs, trust, voice, and meeting load. Findings – The authors found that CMBs were indeed negatively related to both employee voice and coworker trust. Further, both of these relationships were even more negative for those who had fewer meetings (i.e. meeting load as a moderator). Research limitations/implications – The results of this study suggest that behavior in meetings may spill over and impact employees in other areas of their work life, perhaps harming other important work-related outcomes (e.g. performance). The cross-sectional nature of the sampling strategy is a limitation that provides opportunities for future research as discussed. Practical implications – The practical implications are rather straightforward and poignant. Managers and meetings leaders should seek ways to reduce CMBs and promote good meeting processes generally. Originality/value – The current study is the first to overtly investigate CMBs in workplace meetings and connect them to meaningful, non-meeting-related, outcomes. Further, the study shows the usefulness of conservation resources theory for explaining the dynamic processes that occur for meeting attendees.