Search results

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 exploratory paper aims to examine attitudes and practices with regard to the COVID-19 pandemic, as well as the effects of mandatory teleworking from home in the wake of the first state of emergency orders in Japan in 2020.

An online survey of married employees retrospectively assessed changes in work style, subjective well-being, work–family conflict and job performance before and during forced teleworking from home in Tokyo and three of the surrounding prefectures.

Regular employees reported high levels of anxiety and to have thoroughly implemented government-recommended hygiene and safety practices. A majority of respondents were satisfied with mandatory telework from home and desired to continue partial telework after the end of the pandemic. The strongest predictor of satisfaction with mandatory telework from home turned out to be adequate workspace at home for both men and women. However, the antecedents of the desire to continue working from home differed by gender.

These findings can help individuals, firms and governments better understand the effects of mandatory teleworking from home and devise countermeasures to maximize employee well-being and job performance. This is all the more crucial, as Japan has had successive waves of the virus and has declared numerous states of emergency since the beginning of the pandemic, forcing office workers to continue social distancing and remote working for the time being.

To the best of the authors’ knowledge, this research is one of the first to provide insights on how imposed teleworking from home in the context of COVID-19 in Japan affected regular employees’ personal and professional lives and to identify predictors of satisfaction with teleworking and the desire to continue doing so.