scholarly journals Dark Triad, Counterproductive Work Behaviour and Job Performance

2021 ◽  
Vol 12 (2) ◽  
pp. 110-122
Author(s):  
Mara Ilina Crosman
Keyword(s):  
Job Performance ◽  
Work Experience ◽  
Counterproductive Work Behavior ◽  
Dark Triad ◽  
Work Behavior ◽  
Cross Sectional ◽  
Multidimensional Construct ◽  
Counterproductive Work Behaviour ◽  
The Relationship ◽  
Negative Predictor

Dark personality traits are also known as the dark triad which is a multidimensional construct, made up of Machiavellianism, narcissism and psychopathy. They have recently become a major topic of interest in organizational psychology. The present research aims to demonstrate that the dark triad of personality is a significant negative predictor of job performance and studies the relationship between the dark triad and job performance, having as a mediator counterproductive work behavior. The sample of this study is represented by 137 participants from different organizations with different ages and different work experience ranging from one to 40 years, of which 34 men (24.82%) and 103 women (75.18%). The design adopted is cross-sectional, descriptive, correlational, nonexperimental. In this paper each construct of the triad was taken separately and measured in relation to the other two variables mentioned above, and the results varied depending on this aspect. Thus, only one of the two major hypotheses was supported.

Persoonlijkheid als voorspeller van werkprestatie en contraproductief werkgedrag

2014 ◽  
Vol 27 (4) ◽  
Author(s):  
Anita de Vries ◽  
Reinout E. de de Vries ◽  
Marise Ph. Born ◽  
Remko H. van den Berg
Keyword(s):  
Job Performance ◽  
Personality Traits ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Work Outcomes ◽  
Personality Test ◽  
Personality Measurement ◽  
Reference Groups ◽  
Relevant Context ◽  
Counterproductive Work Behaviour

Personality as predictor of job performance and counterproductive work behaviour. The importance of specificity in personality measurement Personality as predictor of job performance and counterproductive work behaviour. The importance of specificity in personality measurement The main purpose of this study was to improve the prediction of job performance and counterproductive work behavior using personality measurements. Three characteristics were examined: (1) trait specificity, i.e., using narrow rather than broad personality traits; (2) contextual specificity, i.e., the specificity of the situational context to which respondents refer when completing a personality inventory, such as the home or work context; and (3) referent specificity, i.e., the specificity of the comparison other in self-reported personality. The results show that narrow traits are able to explain more variance than broad traits in the prediction of work outcomes, and that adding a relevant context to personality items leads to higher predictive validities. Furthermore, the findings suggest that using reference groups influences the way people respond to a personality test. Taken together, this article accentuates the importance of specificity in personality measurement for improving the prediction of work outcomes.

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.

The relationship of GMA to counterproductive work behavior revisited

2008 ◽  
Author(s):  
Uwe Wagner ◽  
Amanda Poole ◽  
Deborah Powell ◽  
Julie Carswell ◽  
Bernd Marcus
Keyword(s):  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Relationship Of ◽  
The Relationship

scholarly journals THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT IN JOB INSECURITY AND PERFORMANCE

2018 ◽  
Vol 58 (4) ◽  
pp. 393-404 ◽  
Author(s):  
SERGIO ANDRÉS LÓPEZ BOHLE ◽  
MARIA JOSÉ CHAMBEL ◽  
FELIPE MUÑOZ MEDINA ◽  
BRUNO SILVA DA CUNHA
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Job Insecurity ◽  
Cross Sectional Study ◽  
Retail Sector ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
The Relationship

ABSTRACT In this study, we develop a conceptual model of the relationship between job insecurity and job performance, which is mediated by affective organizational commitment and moderated via perceived organizational support in a Chilean company that has undergone downsizing. In this cross-sectional study, we focused on 400 Chilean employees from the retail sector. Our findings indicate that job insecurity negatively influences job performance, which is a relationship that is partially mediated by effective organizational commitment. Moreover, a high level of perceived organizational support helped intensify the effects of the relationship between job insecurity and affective organizational commitment. To minimize the negative effects of job insecurity on the active employees of a downsizing strategy, an effective intervention is required by developing a more realistic communication in terms of a worker's expectations toward the organization.

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.

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