The Role of Active Ineffective Leadership on Counterproductive Workplace Behaviors (WITHDRAWN)

2015 ◽  
Vol 2015 (1) ◽  
pp. 11767
Author(s):  
Lucas Dufour ◽  
Meena Andiappan
Keyword(s):  
Workplace Behaviors ◽  
Counterproductive Workplace Behaviors

Engaging and Misbehaving: How Dignity Affects Employee Work Behaviors

2017 ◽  
Vol 38 (11) ◽  
pp. 1505-1527 ◽  
Author(s):  
Kristen Lucas ◽  
Andrew S. Manikas ◽  
E. Shaunn Mattingly ◽  
Cole J. Crider
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Critical Role ◽  
Mixed Effects ◽  
Work Behaviors ◽  
Ethnographic Data ◽  
Workplace Behaviors ◽  
Post Hoc ◽  
Counterproductive Workplace Behaviors

While there has been a growing body of research on workplace dignity, the majority of studies tend to focus on how dignity is experienced by organizational members, paying considerably less attention to consequences for organizations. In this study, we explore the influence of workplace dignity on employee work behaviors that affect organizational performance. Framing our inquiry with Sharon Bolton’s yet-untested multidimensional theory of dignity, we analyze Randy Hodson’s content-coded ethnographic data to reveal that increases in workplace dignity tend to predict increases in employee engagement, yet have mixed effects on counterproductive workplace behaviors. Following a post-hoc ethnographic reimmersion, we identify the critical role of safe and secure working conditions in enabling and constraining employees’ ability to redress or resist workplace indignities with counterproductive workplace behaviors.

scholarly journals ORGANIZATIONAL JUSTICE EFFECT ON DEVIANT WORKPLACE BEHAVIORS: MODERATING ROLE OF MORAL DISENGAGEMENT

2020 ◽  
Vol 8 (6) ◽  
pp. 29-38
Author(s):  
Mehdi Sabokro ◽  
Mehrdad Tavakoli ◽  
Milad Mohebali Malmiri
Keyword(s):  
Organizational Justice ◽  
Undergraduate Students ◽  
Moral Disengagement ◽  
Work Behaviors ◽  
Albert Bandura ◽  
Convenience Sampling ◽  
Workplace Behaviors ◽  
Moderating Role ◽  
Organizational Injustice

Purpose of the study: The present study aims to investigate the effect of organizational injustice on deviant work behaviors with the moderating role of moral disengagement. Methodology: The population was the undergraduate students in the Faculty of Economics, Management, and Accounting at a university from which 117 students were selected through convenience sampling. The data was gathered through conducting experiments and a questionnaire developed by Albert Bandura (1996). Results: The results show that the perception of organizational injustice has a positive and significant effect on deviant work behaviors and this relation is moderated by the moral disengagement intention. Applications of this study: This study can be very effective in improving the level of organizational justice. The novelty of the study: The novelty of this investigating the effect of organizational injustice on deviant work behaviors.

Who influences employees’ dark side: A multi-foci meta-analysis of counterproductive workplace behaviors

2020 ◽  
pp. 204138662096255
Author(s):  
Eko Yi Liao ◽  
Amy Yamei Wang ◽  
Cheryl Qianru Zhang
Keyword(s):  
Meta Analysis ◽  
Field Studies ◽  
Private Life ◽  
Situational Factors ◽  
Dark Side ◽  
Conservation Of Resources ◽  
Conservation Of Resources Theory ◽  
Quantitative Review ◽  
Workplace Behaviors ◽  
Counterproductive Workplace Behaviors

We adopt a multi-foci perspective to provide a theory-driven quantitative review of employee counterproductive workplace behaviors (CWBs) by meta-analyzing the relationships between CWB and four groups of antecedents. Specifically, CWB antecedents stemming from four sources—supervisors, organization, coworkers, and private life—were included to investigate differences in their relationships with employee CWB. Based on the Conservation of Resources Theory, we argue that favorable and unfavorable correlates relate to employee CWB to different degrees. The meta-analysis included 181 field studies with 223 independent samples. Results indicated that unfavorable antecedents correlate more strongly with CWB than favorable antecedents. We also found that supervisor- and organization-related antecedents have stronger relationships with CWB than those from the two other groups. Implications include a deeper understanding of which situational factors relate the most—or least—to CWB which can help better address CWB in the workplace.

Sign in / Sign up

Export Citation Format

Share Document