Angel on one shoulder: Can perceived organizational support moderate the relationship between the Dark Triad traits and counterproductive work behavior?

2017 ◽  
Vol 110 ◽  
pp. 31-37 ◽  
Author(s):  
Joshua C. Palmer ◽  
Meera Komarraju ◽  
Min Z. Carter ◽  
Steven J. Karau
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Counterproductive Work Behavior ◽  
Dark Triad ◽  
Work Behavior ◽  
The Relationship

scholarly journals Does Perceived Organizational Support influence the Employees Emotional labor? Moderating & Mediating role of Emotional Intelligence

2018 ◽  
Vol 6 (4) ◽  
Author(s):  
Zain Riaz ◽  
Ayesha Arif ◽  
Qasim Ali Nisar ◽  
Shahzad Ali ◽  
Muhammad Sajjad Hussain
Keyword(s):  
Emotional Intelligence ◽  
Emotional Labor ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Surface Acting ◽  
Mediating Role ◽  
Relationship Of

The services sector is an emerging sector that needs extensive research that can be helpful in managing employees’ emotions. This study aims to examine the effect of perceived organizational support on emotional labor with the mediating role of emotional intelligence. Questionnaire survey method was adapted and data were collected from 370 employees of telecommunication sector through Simple Random Sampling Technique. Hypotheses were tested and analyzed by AMOS. Results showed that POS positively affects deep Acting but has a negative impact on surface acting. Results enlightened that emotional intelligence significantly mediates the relationship between perceived organizational support and emotional labor. The study also revealed the significant relationship of emotional labor and counterproductive work behavior. Surface acting positively and significantly effect on counterproductive work behavior whereas deep acting influence negatively on counterproductive work behavior. Findings also divulged that the relationship of emotional labor and counterproductive work behavior is significantly moderated by emotional intelligence.

scholarly journals Dark Triad, Risk Taking and Counterproductive Work Behavior in Different Organizational Contexts

2021 ◽  
Vol 12 (1) ◽  
pp. 4-19
Author(s):  
Ana Alexandra Stoica
Keyword(s):  
Risk Taking ◽  
Counterproductive Work Behavior ◽  
Dark Triad ◽  
Work Behavior ◽  
Non Profit ◽  
Organizational Contexts ◽  
Counterproductive Behaviors ◽  
Dirty Dozen ◽  
Significant Difference ◽  
The Relationship

The purpose of this study is to analyze the relationship between Dark Triad of Personality, risk-taking and counterproductive work behaviort. The study involved 200 people aged between 18 and 51 years, M = 27.69, SD = 9.83, of which 35 are males (17.5%) and 165 are females (82.5%). The instruments used were The Dirty Dozen: A Concise Measure of the Dark Triad (Jonason & Webster, 2010), Counterproductive Work Behavior Checklist - CWBC (Spector, Bauer & Fox, 2010) and RISK-TAKING [JPI: Risk Taking [Rkt] (Goldberg et. al, 2006). The results showed that people who work in non-profit organizations (volunteers), those who have a low seniority in work or who hold a leadership position tend to take more risks than others. Low seniority at work also correlates with counterproductive behaviors. In contrast, no significant difference was observed as far as the other two demographic characteristics are concerned. Moreover, the results show that Machiavellianism is responsible for 16% of the variation of counterproductive work behavior, and risk-taking mediates this relatonship. Narcissism and psychopathy are responsible for 10% and 13% respectively of the variation of this behavior, the mediation percentage of risk taking being 19.2% concerning the first one and 22.4% concerning psychopathy. Given these results, the study can be useful in the organizational field, providing employers with more data that they can take into account when recruiting staff. It can also be helpful when it comes to better employee management, as well as a deeper understanding behind counterproductive behaviors, thus leading more easily to diminishing them.

scholarly journals Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors

2019 ◽  
Vol 5 (2) ◽  
pp. 23-41
Author(s):  
Zelalem Gebretsadik Estifo ◽  
Luo Fan ◽  
Naveed Ahmad Faraz
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
The Impact

This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.

scholarly journals Empirical Study on the Relationship between Effective Following Behavior and Derived Creative Work Behavior: A Moderating Role of Perceived Organizational Support and Sustainable Leadership

2021 ◽  
Vol 13 (10) ◽  
pp. 5693
Author(s):  
Xiaoyan Wang ◽  
Liren An ◽  
Nosheena Yasir ◽  
Nasir Mahmood ◽  
Ying Gu
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Work Motivation ◽  
Two Dimensions ◽  
Work Behavior ◽  
Creative Work ◽  
Sustainable Leadership ◽  
The Relationship ◽  
Moderating Role

The leader of an organization and its members together constitute a binary structure of the main body of the organization and achievement of their goals. The existing literature mainly focuses on the characteristics and following behavior of members. Although the Leader-Member Exchange (LMX) theory uniquely explains the relationship between sustainable leaders and followers, it cannot as easily explain the creative work behavior of followers. This paper proposes that effective following behavior can stimulate the intrinsic motivation of followers and make this consistent with their work motivation, thereby producing creative work behavior and leading to the more effective achievement of organizational goals. Moreover, it demonstrates the internal relationships and mechanisms of action between effective following behavior and creative work behavior. Taking the two dimensions of effective following behavior as independent variables and the three dimensions of creative work behavior as dependent variables, a group of hypotheses were presented. The moderating role of the perceived organizational support and sustainable leadership in the relationship between effective following behavior and creative work behavior was demonstrated, and two groups of hypotheses were proposed. Data from 409 surveys, factor analysis, and multiple regression analysis were used to test the hypotheses. The empirical results show that in the organization the radical and incremental creative work behavior of the followers correlates positively with their active, participatory following behavior and the non-blind following behavior. The followers’ non-creative routine work behavior correlates negatively with their active participatory following behavior and has no significant correlation with the non-blind following behavior. In conclusion, sustainable leadership and perceived organizational support can therefore strengthen the relationship between actively participating in following behavior and creative work behavior and weaken the relationship between non-blind following behavior and creative work behavior.

scholarly journals A Model for Enhancing Innovative Work Behavior

2020 ◽  
Vol 9 (2) ◽  
pp. 132-139
Author(s):  
Atfa Suryo Nugroho ◽  
Desti Ranihusna
Keyword(s):  
Organizational Learning ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Sampling Technique ◽  
Work Behavior ◽  
Test Reliability ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

This study aims to examine and determine the relationship between organizational learning and perceived organizational support for innovative work behavior through work engagement mediation. The study was conducted on 210 employees of CV. Laksana the sampling technique using incidental sampling technique. This study uses data collection techniques using a questionnaire. Using analysis tools, namely SmartPLS 3.0. Researchers tested the relationship with various tests, namely the validity test, reliability test, hypothetical and simultaneous hypothesis testing. From the results of this study it can be concluded that organizational learning has a significant effect on innovative work behavior. While the perception of organizational support has no significant effect on innovative work behavior. Work engagement mediates the relationship between organizational learning and perceived organizational support for innovative work behavior. Suggestions for further research can use other variables to improve employees’ innovative work behavior.

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