Counterproductive work behavior and job satisfaction: A surprisingly rocky relationship

2015 ◽  
Vol 21 (4) ◽  
pp. 460-470 ◽  
Author(s):  
Joanna Czarnota-Bojarska
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Work Satisfaction ◽  
Negative Relationship ◽  
Counterproductive Work Behavior ◽  
Workplace Deviance ◽  
Work Behavior ◽  
Counterproductive Behavior ◽  
Personal Management ◽  
Stress At Work

AbstractCounterproductive work behavior is detrimental to the organization or to coworkers. It includes both breaking rules or laws, as well as social norms. Many authors show a negative relationship between this behavior and work satisfaction, surmising that the lack thereof – and the ensuing desire to ‘get back’ at the employer – are the seeds of workplace deviance. A study carried out in Polish organizations found this relationship to be less clear. The study concerned work satisfaction and counterproductive behavior, organizational justice, stress at work and propensity for aggressive behavior. A cluster analysis identified a group of individuals in whom relatively high levels of job satisfaction are nevertheless accompanied by proclivity for counterproductive behavior. The configuration of results suggests that this group resorts to counterproductive behavior because of an inability to balance difficulties at work with personal inclinations. The implications of these results for personal management is discussed in the conclusions.

scholarly journals Relationship between Organizational Justice and Counterproductive Work Behaviors

2020 ◽  
Vol 5 (4) ◽  
pp. 206-212
Author(s):  
Nurul Komari ◽  
Sulistiowati Sulistiowati
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Significant Relationship ◽  
Negative Relationship ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
The Relationship

Objective – This study examined the mediating role of job satisfaction (JS) on the relationship of distributive justice (DJ), procedural justice (PJ) and interactional justice (IJ) to counterproductive work behavior (CWB). Methodology/Technique – The respondents of this study were a total of 110 employees of service companies in Indonesia. The data used were primary data collected through questionnaires and processed using Partial Least Squares (PLS) analysis. Findings – The results of this research showed that DJ, PJ, and IJ have a positive and significant relationship with JS. DJ has a positive but insignificant relationship with CWB. However, PJ has a negative but significant relationship with CWB. Meanwhile IJ and JS haves an insignificant negative relationship with CWB. JS insignificantly mediates the relationship between organizational justice (OJ) and CWB. Originality/value - This study provides empirical support for the relationship between DJ, PJ, and IJ on JS and CWB. This study also provides evidence regarding the relationship between direct OJ and JS with counterproductive work behavior. Type of Paper: Empirical. JEL Classification: J60, J61, J69. Keywords: organizational justice, job satisfaction, counterproductive work behaviors. Reference to this paper should be made as follows: Komari, N; Sulistiowati. (2020). Relationship between Organizational Justice and Counterproductive Work Behaviors, J. Mgt. Mkt. Review, 5(4) 206 – 212. https://doi.org/10.35609/jmmr.2020.5.4(2)

scholarly journals The Relationship between Burnout and Counterproductive Work Behavior. The Role of Compassion Fatigue and Organizational Justice

2020 ◽  
Vol 11 (2) ◽  
pp. 72-80
Author(s):  
Ana-Maria Mărgulescu
Keyword(s):  
Statistical Analysis ◽  
Organizational Justice ◽  
Compassion Fatigue ◽  
Counterproductive Work Behavior ◽  
Study Data ◽  
Work Behavior ◽  
Counterproductive Behaviors ◽  
Counterproductive Behavior ◽  
The Relationship

Counterproductive behavior is a phenomenon that affects both organizations and employees. This research aimed, in an exploratory manner, to observe the relationship between counterproductive behaviors, burnout, compassion fatigue, and organizational justice at the workplace. For this study, data were collected from 100 employees through a Google Forms questionnaire. From the statistical analysis, CF does not represent a mediator of the relationship between burnout and counterproductive behaviors, nor is organizational justice a moderator of the relationship between burnout and counterproductive behaviors. The statistical analysis was performed in the JAMOVI 1.2.12 program

The Mediating Role of Job Satisfaction in the Relationship between Organizational Justice and Counterproductive Work Behaviors: A Study in Indonesia

2020 ◽  
Vol 11 (1) ◽  
pp. 63-63
Author(s):  
Nurul Komari ◽  
Sulistiowati
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Empirical Support ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Primary Data ◽  
Mediating Role ◽  
The Relationship

This study examines the mediating role of job satisfaction on the effect of distributive, procedural and interactional justice on counterproductive work behavior. Design/methodology/approach – A total of 110 service company employees in Indonesia as respondents. This study uses primary data collected through a questionnaire. Respondents are given the answer choice using the Likert Scale which consists of 5 scores namely scores 1, 2, 3, 4 and 5. Data analysis using Partial Least Squares (PLS). Several respondents and management were purposely selected as key informants for in-depth interviews to explore the relationship mechanism between distributive, procedural and interactional justice, job satisfaction and counterproductive work behavior. The results of the study found that distributive, procedural and interactional justice had a positive and significant effect on job satisfaction, distributive justice had a positive and not significant effect on counterproductive work behavior, procedural justice had a negative and significant effect on counterproductive work behavior, interactional justice had a negative and not significant effect on counterproductive work behavior, job satisfaction has a negative and insignificant effect on counterproductive work behavior and job satisfaction does not significantly mediate the effect of distributive, procedural and interactional justice on counterproductive work behavior. This study provides empirical support for the influence of distributive, procedural, interactional justice on job satisfaction and counterproductive work behavior. This study also provides evidence of the effect of justice directly and through job satisfaction on counterproductive work behavior. Keywords: organizational justice, job satisfaction, counterproductive work behavior

scholarly journals The Relationship between Burnout and Counterproductive Work Behavior. The Role of Compassion Fatigue and Organizational Justice

2020 ◽  
Vol 11 (2) ◽  
pp. 72-80
Author(s):  
Ana-Maria Mărgulescu
Keyword(s):  
Statistical Analysis ◽  
Organizational Justice ◽  
Compassion Fatigue ◽  
Counterproductive Work Behavior ◽  
Study Data ◽  
Work Behavior ◽  
Counterproductive Behaviors ◽  
Counterproductive Behavior ◽  
The Relationship

Counterproductive behavior is a phenomenon that affects both organizations and employees. This research aimed, in an exploratory manner, to observe the relationship between counterproductive behaviors, burnout, compassion fatigue, and organizational justice at the workplace. For this study, data were collected from 100 employees through a Google Forms questionnaire. From the statistical analysis, CF does not represent a mediator of the relationship between burnout and counterproductive behaviors, nor is organizational justice a moderator of the relationship between burnout and counterproductive behaviors. The statistical analysis was performed in the JAMOVI 1.2.12 program

scholarly journals Examining correlates of organizational citizenship behavior and counterproductive work behavior in a collectivist culture: the case of Arab teachers in Israel

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aaron Cohen ◽  
Mohammad Abedallah
Keyword(s):  
Emotional Intelligence ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Self Evaluation ◽  
Core Self

Purpose This study aims to examine the relationships between personal (emotional intelligence, Dark Triad (DT), core self-evaluation and burnout) and situational variables (organizational justice) and organizational citizenship behavior (OCB) (supervisor report) and counterproductive work behavior (CWB) (self-report). Design/methodology/approach In total, 680 questionnaires were distributed to teachers in 20 Arab elementary schools in Northern Israel. Usable questionnaires were returned by 509 teachers (75%). The questionnaires covered emotional intelligence, DT, core self-evaluation, organizational justice, burnout, CWB and demographic characteristics. Their principals filled out questionnaires on the teachers’ in-role performance and OCB. Findings Results showed that CWB was mostly related to higher levels of psychopathy, lower levels of emotional intelligence (ability to use emotions) and higher levels of burnout (emotional exhaustion). OCB was related to higher levels of procedural justice, lower levels of burnout and higher levels of emotional intelligence. Practical implications Organizations should consider ways to reduce burnout, which may reduce CWB and increase perceptions of justice, thereby promoting OCB. Originality/value Two novel aspects are noteworthy. First, this study simultaneously examines both CWB and OCB to clarify the similarities and differences between them. Second, few studies have examined the correlates of CWB and OCB in Arab culture.

scholarly journals Peran Kecerdasan Emosi dan Iklim Organisasi terhadap Perilaku Kerja Kontraproduktif

2019 ◽  
Vol 3 (2) ◽  
pp. 123
Author(s):  
Devianita Puspita Wardhani ◽  
IJK Sito Meiyanto
Keyword(s):  
Emotional Intelligence ◽  
Data Collection ◽  
Organizational Climate ◽  
Counterproductive Work Behavior ◽  
Quantitative Approach ◽  
Work Behavior ◽  
Research Subjects ◽  
Counterproductive Behavior ◽  
Regression Techniques

This research aims to determine the role of emotional intelligence and organizational climate in predicting the counterproductive work behavior. This study used a quantitative approach survey. The method of data collection in this research was conducted by distributing scale to the research subjects, with a total of 146 civil servants. The data was analyzed using double regression techniques using SPSS (Statistical Product and Service Solutions) 20.0. The result shows that the emotional intelligence and organizational climate can contribute together to decrease counterproductive behavior that occurs in the workplace (F (2, 143) = 5.266, p<.05, R2 = .069). Limitations and suggestions for further research were also discussed in this study.

scholarly journals HOW DO BANKERS WORK DEVIANTLY IN THE CREDIT SECTOR?

2021 ◽  
Vol 19 (3) ◽  
pp. 678-687
Author(s):  
Dewi Khrisna Sawitri ◽  
◽  
Mustain Mashud ◽  
Antun Mardiyanta ◽  
◽  
...  
Keyword(s):  
Qualitative Research ◽  
Human Resources ◽  
Banking Sector ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Bank Credit ◽  
Depth Information ◽  
Counterproductive Behavior ◽  
Banking Activity ◽  
A Company

This research is implemented in the banking sector. Knowledge about counterproductive behavior that emerged in banking activity is still limited. Bankers, human resources in the banking sector, deal a lot with customers in their day-to-day job activity by assessing the credit proposal of their bank customers. Qualified credit assessment is essential to determine the approval of bank credit. The failure to assess qualified debtors will result in bad credit in which debtors do not repay the credit they receive. To get qualified credit assessment, bankers follow the 5C Principles in assessing credit proposals. Counterproductive work behavior occurs when workers perform indifferently from what the rules and norms of a company have stated. Qualitative research with a phenomenology approach was conducted to determine how these deviances performed while bankers assessed their customers’ credit loan proposals under the 5C Principles. Six bankers with different job positions were the subjects of this study and were interviewed to get in-depth information. This research reveals items of behaviors related to production deviances in each principle they assessed. Deviances are reported in each principle then categorized into production ones since these behaviors deal a lot with how they perform their job in the credit sector.

Employees Working Behavior under Different Shades of Destructive Leadership

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Muhammad Kayani ◽  
Imran Ibrahim Alasan ◽  
Waqas Ali ◽  
Shoib Hassan
Keyword(s):  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Dark Side ◽  
Destructive Leadership ◽  
Recruitment Process ◽  
Corporate Leaders ◽  
Counterproductive Behavior ◽  
Confirmatory Factor ◽  
Nursing Professionals ◽  
The Relationship

Still, there is a lack of research on the dark side or destructive leadership. The purpose of this research is to add the literature on the two shades of destructive leadership, that are aversive and exploitative leadership, and their shadow in the form of counterproductive work behavior on the nursing professionals. Using 485 samples collected from the nurses of different hospitals of Pakistan, the model is tested through multiple linear hierarchical regressions, correlation analysis, and confirmatory factor analysis in Smart PLS software. The results reveal that people working under aversive and exploitative leaders are more likely to indulge in counterproductive work behavior. Still, proactive personalities have an essential impact which weakens the relationship between destructive leadership and counterproductive work behavior. Results of this study describe a vital requirement for corporate leaders to strengthen their recruitment process in such a way that people with aversive and exploitative attitudes ought to understand how to treat their subordinates before they enter top roles to discourage their workers from indulging in counterproductive behavior.

scholarly journals The Mediating Role of Work Satisfaction on the Effect of Organizational Justice on Employee Engagement

2021 ◽  
Vol 8 (8) ◽  
pp. 196-207
Author(s):  
Siswoyo Haryono
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Employee Engagement ◽  
Work Satisfaction ◽  
Temporary Employees ◽  
Mediating Role

This research evaluates the mediation role of job satisfaction on the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The population of temporary employees at Universitas Muhammadiyah Yogyakarta is 213, and the sample was 70. The analysis employed Smart PLS 3.0. The results show that organizational justice affects job satisfaction, and job satisfaction significantly affects employee engagement. Job satisfaction has a mediation role in the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The benefit of the research is that improving employee engagement would be adequate by increasing both job satisfaction and organizational justice.

scholarly journals Organizational Commitment, Organizational Justice and Work Satisfaction: A Comprehensive Model in a Romanian Organizational Setting

2018 ◽  
Vol 20 (2) ◽  
pp. 60-69 ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Structural Equation ◽  
Work Satisfaction ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Outcome Variable ◽  
Organizational Setting ◽  
The Way

Our paper investigates the way in which the different dimensions of organizational justice and organizational commitment are mediated by work satisfaction. The rationale of the study is two folded. First, in our opinion there is a gap in scientific literature when it comes to studies that explore the way in which the dimensions of organizational justice and organizational commitment interact, most researches treating commitment as an aggregate concept. Second, even thou the interaction between organizational justice, job satisfaction and organizational commitment is well documented, studies that consider job satisfaction a mediator rather than an outcome variable are few even, if these few provide strong evidence regarding the value of job satisfaction as a mediator. Our research was done two Romanian manufacturing organization, in Harghita and Brașov Counties (N = 676) and the collected data was interpreted using exploratory factor analysis and structural equation modeling. The obtained model not only further enforces existing body of knowledge regarding the strong relation between organizational justice and commitment but also proposes a way in which the dimensions of these two concepts relate to each other, relation that is mediated by job satisfaction. Our proposed model shows that three of the four dimensions of organizational justice (procedural, distributive, interactional justice) are mediated by job satisfaction (distributive justice) and one is partially mediated (procedural).

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