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Although (tele)work is increasingly being adopted and employees’ behavior is recognized to be key for organizational outcomes (e.g. performance), the current literature on counterproductive work behaviors (CWB) in telework settings is fragmented, and a valid measurement instrument is lacking. This study aims to address this gap and starts by presenting a review of the current literature on counterproductive work behavior in flexible work arrangements (i.e. telework). Based on this study, eight categories of work behavior that appear to be frequent under telework settings were identified.

Next, four studies aimed at developing and validating a measurement instrument that captures employee counterproductive work behavior when teleworking: the counterproductive [tele]work behavior scale (CTwBS).

In Study 1, the CTwBS was created, and in Study 2, its factorial validity was examined (N = 350). In Study 3, using a sample of teleworkers (N = 289), the convergent and discriminant validity of the CTwBS was tested using self-ratings of (positive and negative) affect, attitudes toward telework and frequency of CWB in general. In Study 4, a daily-diary study across five workdays (N = 232 × 5 = 1,160) examined the criterion validity of the CTwBS.

The results indicated that the CTwBS is a valid and reliable instrument for capturing employee counterproductive work behavior in telework settings. Theoretical and practical implications are discussed.

To the best of the authors’ knowledge, CTwBS is the first measure aimed at assessing counterproductive work behavior in telework settings.

This study examines the antecedents and dynamics of authoritarian leadership and extends the effects of managers' sleep quality to employee behavior.

On the basis of self-regulation theory, 513 unit day samples were analyzed using cross-level path analysis and a Monte Carlo simulation test.

Managers' sleep quality is positively related to authoritarian leadership and positive emotions play a mediating role. Authoritarian leadership is positively related to employees' counterproductive behavior. Managers' sleep quality affects employees' counterproductive behavior through managers' positive emotions and authoritarian leadership.

Individuals should learn to reduce stress and maintain a positive mood. Organizations should reduce employees' overtime work and work stress and find other ways to improve employees' sleep quality.

First, we considered authoritarian leadership to be dynamic and studied it on a daily basis. Second, we studied the antecedents of authoritarian leadership from the perspective of leaders' states (sleep quality and emotions). Third, we discussed the effect of managers' sleep quality on employee behavior.

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

This study aims to explore how job performance (EJP) is affected by employees’ perception of organizational politics (POP). It also investigates the mediating roles of workplace stress (WS) and counterproductive work behavior (CWB).

Data was gathered from employees working in category (A) travel agencies and five-star hotels in Egypt. A partial least squares structural equation modeling analysis was conducted using 468 valid responses.

The findings indicate that there is a negative correlation between POP and EJP. Additionally, there is a positive correlation between POP and CWB as well as WS. The results also demonstrate a negative correlation between WS and CWB with EJP. Moreover, the findings suggest that CWB and WS act as partial mediators in the relationship between POP and EJP.

The research included some ground-breaking investigations. Currently, research on the effects of POP on CWB, WS and EJP is insufficient. As well, the current study attempts to measure the mediating role of CWB and WS in the link between POP and EJP. The current study has filled a gap in the tourism and hospitality literature, human resources management literature and organizational behavior literature by empirically analyzing these links in the context of Egyptian hotels and travel agencies.

本研究旨在探讨员工对组织政治（POP）的看法如何影响工作绩效（EJP）。它还调查了工作场所压力（WS）和适得其反的工作行为（CWB）的中介作用。

调查收集了埃及 (A) 类旅行社和五星级酒店员工的反馈。对 468 个有效回复进行了 PLS-SEM 分析。

结果显示, POP与员工工作绩效呈负相关, 此外, POP与反生产力工作行为和工作场所压力呈正相关。研究结果还表明, 工作场所压力和适得其反的工作行为与员工的工作绩效之间存在负相关关系。此外, 研究结果表明 CWB 和 WS 调节 POP 和 EJP 之间的关系。

该研究包括一些开创性的调查。目前, POP对CWB、WS、EJP影响的研究还不够。从上下文相关性的角度来看, 无法对酒店和旅行社中这些变量之间的联系进行实证分析。当前的研究通过在埃及酒店和旅行社的背景下对这些联系进行实证分析, 填补了旅游和酒店文献、人力资源管理文献和组织行为文献的空白。

Este estudio pretende explorar cómo el desempeño laboral (EJP) se ve afectado por la percepción que tienen los empleados de la política organizativa (POP). También investiga los papeles mediadores del estrés laboral (WS) y el comportamiento laboral contraproducente (CWB).

Se recopilaron datos de empleados que trabajaban en agencias de viajes de categoría (A) y hoteles de cinco estrellas en Egipto. Se realizó un análisis de Modelización de Ecuaciones Estructurales por Mínimos Cuadrados Parciales (PLS-SEM) utilizando 468 respuestas válidas.

Los resultados indican que existe una correlación negativa entre POP y EJP. Además, existe una correlación positiva entre POP y CWB, así como WS. Los resultados también demuestran una correlación negativa entre WS y CWB con EJP. Además, los resultados sugieren que CWB y WS actúan como mediadores parciales en la relación entre POP y EJP.

La investigación incluye algunas investigaciones pioneras. En la actualidad, la investigación sobre los efectos de la POP en la CWB, la WS y la EJP es insuficiente. Además, el presente estudio intenta medir el papel mediador de la CWB y la WS en el vínculo entre la POP y la EJP. El presente estudio ha llenado un vacío en la literatura sobre turismo y hotelería, en la literatura sobre gestión de recursos humanos y en la literatura sobre comportamiento organizativo al analizar empíricamente estos vínculos en el contexto de los hoteles y agencias de viajes egipcios.

Using the theoretical lens of appraisal theory, this research aims to investigate the interrelationship between employees' organizational justice perceptions and counterproductive work behaviours (CWBs) through the mediation of negative emotions.

To this end, a sample comprised of 207 banking sector employees of Pakistan was utilized to test hypothesized relationships. The collected data were analyzed through the partial least structural equation modelling technique.

Results show that counterwork behaviours are influenced by distributive and procedural justice perceptions. The mediating effects of negative emotions were also statistically significant between procedural, interpersonal and informational justice perceptions and counterwork behaviours. No gender differences were found between distributive, interpersonal and informational justice perceptions and counterwork behaviours. However, the authors found that procedural justice perceptions of female employees are strongly related to CWBs as compared to male employees.

This research contributes to the existing organizational behaviour literature by empirically testing the hypothesized relationships using the theoretical lens of appraisal theory with advanced quantitative data analysis techniques.

The social exchange theory (SET) and the principle of reciprocity advocate the give and take relationship between counterparts. Perceived justice and fairness engage employees in pro-organizational behavior, while perceived injustice or biases invoke anti-organizational behavior. On similar grounds, the current research aims to find the relationship between employee perception regarding “hiring and retention of diverse employees (HRDE),” “affective commitment,” and “counterproductive work behavior (CWB).” Furthermore, assessing differences in the perception of age diversity concerning studied variables.

The data for the current study were collected from various private organizations in India with a sample size (n = 457). The data were further analyzed using factor analysis, regression analysis and analysis of variance.

Unlike previous research, the findings suggested a positive effect of the variable “hiring and retention of the diverse workforce” on both “affective commitment” and “CWB.” Interestingly, “affective commitment” also indicated a positive relationship with CWB. Further, various age groups showed differences in the perception of “affective commitment” and not “HRDE” and “CWB”.

The findings of the study not only focus on the brighter side of becoming a more diverse workplace (i.e. higher affective commitment) but also highlights the side effects (i.e. CWB) aiding management to be mindful for effective, sustainable management and creation of psychological safe work environment for all.

Counterproductive work behavior (CWB) imposes significant costs on organizations, thus antecedents of CWB are of particular interest to both practitioners and academics. The authors examine how one’s own narcissism interacts with co-worker narcissism to influence willingness to engage in retaliatory CWB against a co-worker.

The data for this study were obtained from Amazon Mechanical Turk participants and Master of Business Administration students, representing a cross-section of employee representatives.

The authors find that employees expect narcissistic co-workers to engage in continuing future CWB and this, in turn, increases employees' willingness to engage in retaliatory CWB. That is, non-narcissistic employees are provoked to engage in organizationally-destructive behaviors by peers perceived as narcissists. This affect is attenuated by the employee’s own narcissism. Relative to non-narcissists, narcissistic employees find a narcissistic co-worker more likeable, which reduces their willingness to engage in retaliatory CWB against the co-worker.

For corporations and HR managers, this study demonstrates the caution necessary when considering hiring and operational practices. Specifically, non-narcissists demonstrate increased willingness to engage in organizationally-destructive behaviors after interpersonal conflict with a narcissistic co-worker.

The authors extend prior research about interpersonal drivers of CWB, which primarily considered superior-subordinate dyad, by examining the joint effects of individual and co-worker narcissism in peer-to-peer relationships.

Integrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB vs flight: withdrawal) employees are more likely to adopt when they experience perceived overqualification (POQ). We further investigate anger as the underlying emotional mechanism for these relations because anger can be expressed and thus reflected in CWB, or constrained and thus reflected in withdrawal behavior. Furthermore, different stressor-attenuating strategies including relaxation during work breaks and mastery experiences at work are examined as mitigating factors of these relations.

Time-lagged data were collected from 176 full-time employees in China using a field survey research design.

We found that employees who experience POQ are more likely to engage in withdrawal than in CWB. Anger mediated the relations of POQ with both CWB and withdrawal. Relaxation moderated the relation between POQ and anger, as well as the indirect relations of POQ with CWB and withdrawal through anger.

This study enhances understanding of employees’ affective and behavioral reactions to POQ. However, the survey design was not longitudinal and causality cannot be established.

POQ is associated with undesirable employee behaviors and should therefore be avoided by organizations. If POQ is unavoidable, organizations can use job design and offer training to foster relaxation in between tasks among employees.

In the framework of person-job fit theory, our study provides insight about employees’ “fight” or “flight” responses to POQ, and further illustrates the mechanism and the attenuating factors in this processes.

The purpose of this paper is twofold: first is to map and analyse prominent contributions, current dynamics, patterns, gaps and research prospects in the field of workplace incivility (WI); second is to provide a coherent theoretical research framework for future research.

This study adopts a two-step analysis approach by combining bibliometric analysis and systematic literature review to explore the research topic of WI, besides, using multiple methodologies including bibliometric, network and content analyses.

This study found that L. M. Cortina and M. S. Hershcovis are the top two most influential authors among all authors in the sample publications. Journal of Occupational Health Psychology is one of the top-ranking journal that often publishes this topic of articles. USA and The Bowling Green State University are the most influential country and institutions, respectively. Besides, burnout and retention are also common keywords were identified based on keywords co-occurrence map, showing that WI has a major impact on burnout and employee retention. Based on the above analysis, this paper constructed a theoretical research framework of WI.

This paper only draw data from one database—Scopus—which cannot provide broad coverage of the research topic. WI research trends and trajectories may be assessed to enable academics and practitioners better understand the current and future trends and research directions. Future studies in this field might use the findings as a starting point to highlight the nature of the topic.

This study is the first to use an systematic literature review (SLR) to evaluate the association between WI and other organizational behaviour. The study contributions are fourfold, extending the work and overcoming the methodologies of prior research that only focussed on characteristics of incivility in nursing. In addition, this paper presents an in-depth analysis of this topic and provides a comprehensive theoretical research framework for future study.

This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.