Investigation of Effort-Reward Imbalance Model as predictor of Counterproductive Work Behaviors

Introduction: Nowadays, counterproductive behaviors have become a common and costly position for many organizations, and Managers of organizations are always looking for a suitable and practical solution to reduce this type of behavior in their organization. Due to the importance of the subject, the present study aims to investigate the imbalance of effort and reward as a predictor of counterproductive behaviors. Materials and Methods: The present study is a cross-sectional study. The target population was all nurses working in hospitals in Hamadan, and according to the simple random sampling method, 320 people were selected as the research sample. The tools used in this study were the Imbalance of Effort-Reward questionnaire and the counterproductive questionnaire. Data analysis was performed using the Pearson correlation method using SPSS18. Results: The results showed that the effort-reward imbalance model at a significance level of 0.05 is able to predict individual counterproductive behaviors in nurses (P = 0.036). Among the studied variables, the reward variable is able to predict individual counterproductive behaviors (β = -0.179 and P = 0.006) and organizational (β=-0.171 and P = 0.009) and the over-commitment variable is able to predict individual counterproductive behaviors. (β= 0.145 and P = 0.05). According to the results, the effort-reward imbalance model could not predict organizational counterproductive behaviors. Conclusion: Based on the results, it can be concluded that job stress is an important factor in creating Counterproductive behaviors in personnel and the components of the model used in this study can be used to reduce the incidence of these behaviors among nurses.

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

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 Role of Work Alienation in the Relationship Between Perceived Organizational Injustice and Counterproductive Work Behaviors

Previous studies supported the relationship between perceived organizational injustice and counterproductive behaviors at work, and in the current research the emphasis is on the explanatory mechanism of alienation. This study aims to investigate whether work alienation could be a potential mediator in the relationship between the two constructs. In an attempt to research an explanatory mechanism that is less addressed in the literature, a non-experimental cross-sectional study was conducted, based on a sample of 145 participants from different industries. The statistical analysis’ results indicated that perceived organizational injustice is a significant predictor of counterproductive behavior. Furthermore, workplace alienation has completely mediated the relationship between perceived organizational injustice and employees’ counterproductive behaviors. These findings reiterate the role and importance of employees' perceptions of organizational justice in the emergence and possible reduction of counterproductive behaviors that are detrimental to both the organization and individuals. The data obtained also supported a possible explanatory mechanism of their relationship.

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

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

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

HR practices and counterproductive behaviors: a meta-ethnographic study

PurposeDrawing on the resource-based view (RBV) of the firm and the norm of reciprocity, this paper examines the relationship between high-performance human resources practices (HPHRPs) and employee counterproductive work behavior (CWB), and whether HPHRP interact with coercive control systems to predict these outcomes.Design/methodology/approachUsing meta-ethnographic data collected from 149 organizational ethnographies, the authors test the hypotheses that (a) HPHRP are negatively related to CWB and (b) HPHRP and coercive control interact such that the relationship between HPHRP and CWB is weaker when coercive control is high.FindingsThe analysis finds that HPHRP and coercive control interacted such that HPHRP was negatively associated with CWB, but only when coercive control was low. When coercive control was high, the relationship between HPHRP was negated.Practical implicationsThe results suggest that HPHRP are negatively related to counterproductive behaviors; but when coercive control systems are strong, the potential benefits of HPHRP in terms of reducing CWB may be lost.Originality/valueThis study examines the relationship between HPHRP and a comprehensive set of CWB. By examining the interaction between HPHRP and coercive control, the authors add to literature demonstrating that the effects of HPHRP may be dependent on an organization’s operational strategy. Finally, our use of meta-ethnographic data offers a methodological approach that may increase the generalizability of our findings.

Lack of organizational justice increase counterproductive work behavior: A study in Medan

Employees' attitudes and behaviors are crucial in determining the success of an organization. However, employees sometimes behave in undesirable ways that hamper their organization to reach its goals. The present research examines the impact of organizational justice on employees' counterproductive work behaviors. The results of this correlational study showed that employees who had lower perceived organizational justice were inclined to engage in counterproductive work behaviors than those who possess higher perceived organizational justice. We discussed the importance of organizational justice as a means to reduce counterproductive behaviors. Sikap dan perilaku karyawan sangat penting dalam menentukan keberhasilan suatu organisasi. Namun, karyawan terkadang berperilaku yang tidak diinginkan, yang dapat menghambat organisasi untuk mencapai tujuan. Penelitian ini mengkaji dampak keadilan organisasi pada perilaku kontraproduktif karyawan. Hasil penelitian korelasional ini menunjukkan bahwa karyawan yang memiliki persepsi keadilan organisasional yang rendah cenderung berperilaku kontraproduktif dibandingkan dengan karyawan yang memiliki persepsi keadilan organisasional yang tinggi. Kami membahas pentingnya keadilan organisasi sebagai sarana untuk mengurangi perilaku kontraproduktif.