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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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

Introduction: The concept of diversity encompasses not only an individual’s self-perceptions but also perceptions of others. It exerts an influence on individuals’ social interactions. The promotion of workforce diversity within an organisation holds considerable importance for several reasons. These include the impact of globalisation, the amalgamation of ideas stemming from diverse ethnic groups, the inclusive progress facilitated by individuals from varying economic and religious backgrounds, and the unique perspectives brought to work by those hailing from different regions of the country.

Purpose: Literature exhibits that the perception of organisational justice is a crucial factor in elucidating the dynamic between subordinates and their supervisors, and its consequential effect on the long-term viability of the enterprise.

Methodology: The research reports responses from 107 Delhi NCR employees. Before the main investigation, a pilot study with 20 employees was conducted for assessing the scale’s reliability and validity.

Findings: The current study has provided evidence indicating that different dimensions of organisational justice have a significant impact on individual work behaviour, specifically task performance behaviour (TP), employee silence (ES), and organisational counterproductive behaviour (CBP). Moreover, this impact is influenced by several factors, including emotional intelligence (EI), social desirability, and the age of employees.

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.

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

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.

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.

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.

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.

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

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.

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.

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.

Can managerial supplication lead subordinates to engage in undesirable work behavior? What role, if any, do negative emotions play in this process? Are there factors that moderate these emotions and their harmful implications? Relying on the affective events theory, the current study investigated these questions using a moderated mediation model in which: (a) perceived managerial supplication elicited sadness that resulted in counterproductive work behavior and (b) political skill and emotional intelligence moderated these relationships.

The moderated mediation model was tested using a sample of 167 employees. The data were collected in three waves.

Perceived managerial supplication was positively related to subordinates' sadness and both dimensions of counterproductive work behavior, namely, organizational and interpersonal counterproductive work behavior. Moreover, sadness was positively related to both dimensions of counterproductive work behavior and mediated the relationships between perceived supplication and these two undesirable outcomes. Nevertheless, contrary to our expectations, all moderation effects included in our model were insignificant.

Human resource departments should implement training programs to develop the awareness of their managers about the harmful consequences of perceived supplication, encouraging them to use other behaviors with subordinates.

This study is the first to (a) suggest and validate the view that subordinates' perceptions about their managers' use of supplication can result in undesirable work behavior and (b) demonstrate that sadness, an emotion that is not associated with the tendency to express external aggression, can lead employees to engage in counterproductive work behavior toward both their organizations and colleagues.

This study aims to explore the existence of knowledge sabotage in the contemporary organization from the perspective of the target.

This study collected and analyzed 172 critical incidents reported by 109 employees who were targets of knowledge sabotage in their organizations.

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.

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.

This is the first study documenting knowledge sabotage from the target’s perspective.

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.