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Article
Publication date: 10 August 2020

Bert Schreurs, Melvyn R.W. Hamstra, I.M. Jawahar and Jos Akkermans

The purpose of this study was to test the mediating role of relative deprivation in the relationship between perceived overqualification and counterproductive work behavior

Abstract

Purpose

The purpose of this study was to test the mediating role of relative deprivation in the relationship between perceived overqualification and counterproductive work behavior. In addition to testing this mediation, the authors posited that ambition would interact with perceived overqualification to predict relative deprivation and, through it, counterproductive work behavior.

Design/methodology/approach

Survey data collected from 181 employees were analyzed using the SPSS macro PROCESS to test the proposed moderated mediation model.

Findings

Results indicated that perceived overqualification positively associated with perceptions of relative deprivation, which were, in turn, positively related to counterproductive work behavior. This indirect relationship gained in strength with increasing levels of ambition.

Originality/value

By modeling and measuring relative deprivation, this study offers a direct test of the often-invoked relative deprivation explanation of the implications of perceived overqualification for counterproductive work behavior. The study also shows how ambition can have unintended consequences.

Details

Personnel Review, vol. 50 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 5 August 2014

Caroline Aubé and Vincent Rousseau

The purpose of this paper, building on the work of Aubé et al. (2009, 2011) who developed a four-dimension model of counterproductive behaviors in team settings, is to…

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3593

Abstract

Purpose

The purpose of this paper, building on the work of Aubé et al. (2009, 2011) who developed a four-dimension model of counterproductive behaviors in team settings, is to examine the team-level consequences of these behaviors. More specifically, the authors investigate the mediating role of collaboration, a key component of teamwork, in the counterproductive behaviors–team performance relationships.

Design/methodology/approach

Using a multisource approach and a team-level design, data were gathered from 101 work teams (381 members and 101 immediate supervisors). The study was conducted within a Canadian public safety organization.

Findings

Results show that the four dimensions of counterproductive behaviors are negatively related to team performance. Moreover, results indicate that each of these relationships is completely mediated by a decrease of collaboration among members. Taken together, the results of this study show that the presence of counterproductive behaviors within teams constitutes a collective phenomenon which affects not only team members, but also the functioning and effectiveness of the team as a whole.

Originality/value

This study differs from previous studies mainly by adopting a multidimensional conception of counterproductive behaviors and focusing on consequences of these behaviors on the team as a system. In practical terms, the results suggest that the presence of counterproductive behaviors may require team-level interventions (e.g. team building) in addition to individual interventions with individuals involved.

Details

Team Performance Management, vol. 20 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

Content available
Article
Publication date: 1 March 2021

Agnieszka Wojtczuk-Turek and Dariusz Turek

The purpose of this paper is to discuss relationships between high-performance work systems (HPWSs) and productive/counterproductive behaviours initiated and performed by…

Abstract

Purpose

The purpose of this paper is to discuss relationships between high-performance work systems (HPWSs) and productive/counterproductive behaviours initiated and performed by employees. Using the ability, motivation and opportunities (AMO) theoretical framework, the authors described how an HPWS influences employee behaviours. The authors suggest that HPWSs could increase productive work behaviour and decrease counterproductive behaviours by mediating employees' affective commitment and moderating their self-efficacy.

Design/methodology/approach

This study is based on data from 563 questionnaires, which were completed using the computer-assisted telephone interview method. The respondents were knowledge workers, representing companies of various sizes in the Knowledge-Intensive Business Service (KIBS) sector in Poland. Statistical verification of the mediation and moderation analyses was conducted with macro PROCESS (ver. 3.3).

Findings

This research confirmed a significant statistical relationship between all examined variables. It has been shown that HPWSs influence productive and counterproductive behaviours both directly and indirectly through mediation of affective commitment. The statistical analysis also confirmed the study’s hypothesis that self-efficacy moderates relationships between an HPWS and employee behaviours.

Research limitations/implications

This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.

Originality/value

This study is the first to explore mediating mechanisms between HPWSs and employee performance in the context of the KIBS companies in Poland. The results indicate that HPWSs are important antecedents of productive and counterproductive behaviours among knowledge workers.

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Book part
Publication date: 25 July 2008

Nikolaos Dimotakis, Remus Ilies and Michael K. Mount

Intentional negative behaviors, under their various conceptualizations, have developed into a major area of study in the literature. Previous research has provided many…

Abstract

Intentional negative behaviors, under their various conceptualizations, have developed into a major area of study in the literature. Previous research has provided many interesting and valuable examinations of this phenomenon, examining a variety of factors such as individual differences, exogenous influences and affective and cognitive reactions to experienced events. Most of these approaches, however, have been limited by relatively static conceptualizations of intentional negative behaviors and their antecedents. After reviewing the previous literature, we offer an alternative, dynamic view of discrete episodes of said behaviors, and outline the ways in which this approach could help advance the field and address some of the limitations of previous research.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-004-9

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Article
Publication date: 1 April 2003

Oluremi B. Ayoko, Victor J. Callan and Charmine E.J. Härtel

Using a multi‐method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and…

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4086

Abstract

Using a multi‐method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi‐structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open‐ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.

Details

The International Journal of Organizational Analysis, vol. 11 no. 4
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 22 March 2021

Ishfaq Ahmed, Talat Islam, Saima Ahmad and Ahmad Kaleem

The issue of customer mistreatment in food and retail sectors has come under the spotlight during the COVID-19 crisis. The purpose of this paper is to examine the problem…

Abstract

Purpose

The issue of customer mistreatment in food and retail sectors has come under the spotlight during the COVID-19 crisis. The purpose of this paper is to examine the problem in the COVID-19 pandemic context and study its implications for employee counterproductive behavior in the workplace. Specifically, this study aims to investigate the relationship between customer mistreatment and employee counterproductive behavior by considering the mediating role of cognitive rumination and moderating role of servant leadership at coffee cafés that operated during the COVID-19 smart lockdown period.

Design/methodology/approach

Structured questionnaires were distributed to 479 frontline staff working at cafés and coffee shops located in two large cities of Pakistan. The questionnaire data were analyzed by using bootstrapped regression procedures to determine how the investigated variables influenced counterproductive work behavior during the pandemic.

Findings

The findings revealed a positive influence of customer mistreatment on counterproductive work behavior both directly as well as indirectly in the presence of employee rumination as a mediator. Furthermore, the presence of servant leadership at cafés and coffee shops was found to moderate the impact of customer mistreatment during the pandemic.

Originality/value

The study offers a novel insight into the relationships between mistreatment by customers, counterproductive work behavior, employee rumination and servant leadership in the COVID-19 pandemic context, hitherto unexplored.

Details

British Food Journal, vol. 123 no. 11
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 19 January 2021

Dirk De Clercq, Yasir Mansoor Kundi, Shakir Sardar and Subhan Shahid

This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role…

Abstract

Purpose

This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.

Design/methodology/approach

The hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.

Findings

An important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.

Practical implications

For management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.

Originality/value

This study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

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Book part
Publication date: 10 August 2011

Suzy Fox and Arthur Freeman

We link counterproductive work behavior (CWB) (particularly workplace bullying) and organizational citizenship behavior to individual narcissism and organizational…

Abstract

We link counterproductive work behavior (CWB) (particularly workplace bullying) and organizational citizenship behavior to individual narcissism and organizational culture. We link counterproductive work culture in turn to organizations' leader(s), enumerating multiple roles an executive may play: actor, target, ignorer, enabler, rewarder, or, ultimately, champion of change. Both positive (citizenship) and negative (counterproductive) behaviors are associated with narcissism, a complex, multifaceted set of personality characteristics, primarily based on the individual's cognitive interpretation of self and the world. Theoretical interpretations of reactive CWB (stressor-emotion-control theory) and instrumental CWB (theory of planned behavior) support the development of coaching and counseling interventions. Cognitive behavioral theory (CBT)-based prescriptive executive coaching is proposed as a promising mechanism for redirecting narcissistic organizational players from counterproductive to citizenship schemas and behaviors.

Details

The Role of Individual Differences in Occupational Stress and Well Being
Type: Book
ISBN: 978-0-85724-711-7

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Article
Publication date: 13 January 2012

Sara L. Mann, Marie‐Hélène Budworth and Afisi S. Ismaila

The purpose of this study was to examine inter‐rater agreement on counterproductive performance between self‐ and peer‐ratings, and the factors that moderate this…

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1519

Abstract

Purpose

The purpose of this study was to examine inter‐rater agreement on counterproductive performance between self‐ and peer‐ratings, and the factors that moderate this agreement. The factors investigated included self‐reported levels of counterproductive performance and known antecedents of counterproductive performance: conscientiousness and integrity values.

Design/methodology/approach

Data were gathered (three to five peer ratings per individual) from 108 undergraduate students.

Findings

The paper finds that there was a significantly low correlation between self‐ and peer‐ ratings of counterproductive performance. Ratings given by peers were much higher than ratings given by oneself. Individuals and peers who are similar in the extent to which they engage in counterproductive behaviors were in agreement with respect to ratings of counterproductive performance.

Practical implications

This study provided evidence that rater disagreement is a consistent phenomenon across dimensions of performance. In addition, rater perceptions of counterproductive performance have a significant impact on overall performance ratings; therefore individual differences between the rater and ratee may have a large influence on overall ratings in an organizational setting. There is some evidence in this study that peer ratings of counterproductive behavior vary depending on the rater's own counterproductive behaviors. The fact that rater agreement is influenced by the rater's own behavior implies that individual rater effects are influencing counterproductive performance measurement.

Originality/value

This study adds value by extending the literature on inter‐rater agreement to counterproductive performance. In addition, this study is unique in that it shows that a rater's own level of counterproductive performance can impact their ratings of others.

Details

International Journal of Productivity and Performance Management, vol. 61 no. 2
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 4 November 2013

LaDonna M. Thornton, Terry L. Esper and Michael L. Morris

– The purpose of this research is to investigate the dynamics and dimensions of behaviors of supply chain employees that may impede the success of supply chain relationships.

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1983

Abstract

Purpose

The purpose of this research is to investigate the dynamics and dimensions of behaviors of supply chain employees that may impede the success of supply chain relationships.

Design/methodology/approach

A grounded theory qualitative method was used to explore the concept of counterproductive work behavior in a supply chain context.

Findings

Through analysis and evaluation of the data, five key supply chain counterproductive work behaviors (avoiding, withholding, emoting, confounding, and shifting) emerged. Overall, these behaviors are associated with perceived contract breaches, which undermines trust within supply chain relationships.

Research limitations/implications

This work provides a basis for researchers to explore counterproductive work behaviors within supply chain management and managers to consider these behaviors in relational exchange. Future research can build on the insights provided here by applying quantitative methods to exploring the phenomenon and investigating counterproductive behaviors from the actor's perspective.

Originality/value

This research provides an overarching framework for relationship management behaviors that may detract from supply chain relationships. Research has previously explored these types of behaviors in a segmented fashion. This work takes a comprehensive look at behaviors and through evaluation of the data, relational and informational contract breaches emerge. The data suggests these contract breaches may undermine the trust within supply chain relationships.

Details

International Journal of Physical Distribution & Logistics Management, vol. 43 no. 9
Type: Research Article
ISSN: 0960-0035

Keywords

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