Psychological Contracts and Counterproductive Work Behaviors: Employee Responses to Transactional and Relational Breach

Purpose  

This study extends the research on counterproductive work behavior (CWB) by examining the psychological contract breaches that trigger employee CWB. Specifically, we explored the relationship between transactional and relational contract breach and five forms of CWB (abuse, production deviance, sabotage, theft, and withdrawal). Further, we considered the role of situational and individual factors that mitigate CWB engagement and examined the moderating effects of organizational policies meant to deter CWB and personality (conscientiousness, agreeableness, and emotional stability).     

The effect of state core self-evaluations on task performance,organizational citizenship behaviour,and counterproductive work behaviour

Although the personality–performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.     

Opposing Affective and Cognitive Effects of Prevention Focus on Counterproductive Work Behavior

Purpose

Regulatory focus is a crucial self-regulation variable that influences employee workplace behavior. However, research findings to date have been equivocal with respect to the relation of prevention focus with counterproductive work behavior (CWB). On the one hand, prevention focus sensitizes people to experience high activation negative emotions. Such emotions prompt aggressive behavior, suggesting a positive relation of prevention focus with CWB through this affective route. On the other hand, prevention focus also sensitizes people to fulfill obligations and abide by rules. Such obligations align employee behavior with organizational norms, suggesting a negative relation of prevention focus with CWB through this cognitive route. To better understand the nature of this prevention focus–CWB relationship, we examined these underlying affective and cognitive mechanisms simultaneously in two multi-wave studies.

Methodology and Findings

In study 1, data were collected from 151 full-time employees across two time points, and the results showed that prevention focus was positively related to both deviant behavior and withdrawal. In study 2, data were collected from 199 full-time employees across four time points, and we found that prevention focus has a significant negative indirect effect on withdrawal via felt obligation. We discuss the theoretical and practical implications of our findings for the regulatory focus and CWB literatures.

     

Predicting counterproductive work behavior from the interaction of personality traits

Much attention has been given to enhancing the prediction of counterproductive work behavior (CWB), with a particular focus on the relationship between the five factor model of personality and CWB. Several scholars have advocated for a more complex view of this relationship, and rather than focusing simply on main effects, to examine the interaction of personality traits in predicting employee behavior. In consideration of the traits most strongly related to CWB, we examined the interaction between: (1) conscientiousness and emotional stability, (2) agreeableness and emotional stability, and (3) conscientiousness and agreeableness on CWB directed at individuals (CWB-I) and the organization (CWB-O). Results from a multi-national sample illustrate the interaction of traits increases the prediction of CWB over and above a single trait approach. The interactions suggest employees perform the least CWB when they are high on both traits (in the respective trait pairings), but low levels on either trait relate to increased CWB, and at levels comparable to individuals low on both traits. We conclude research on personality and CWB would benefit from an interactive approach as it allows for greater prediction of CWB-O and CWB-I, which is important in light of the organizational and interpersonal consequences of employee misbehavior.     

Not on My Watch: Facilitating peer reporting through employee job attitudes and personality traits

Because employees often conceal their misbehavior from management, counterproductive work behaviors (CWBs) can be difficult to detect. Fortunately, peer reporting – which occurs when employees report their coworkers' misdeeds to organizational authorities – may enhance the detection of CWBs. Little is known, however, about the variables that facilitate peer reporting. Using a sample of working adults (N = 267), we examined job attitudes and personality traits as moderators of the relationship between CWB observations and CWB reporting. Our results suggest that most CWBs employees observe go unreported. Furthermore, we found that organizational commitment strengthened the relationship between CWB observations and CWB reporting. The other hypothesized moderators, however, failed to yield the expected interaction effects.     

Counterproductive Work Behavior and Organizational Citizenship Behavior

Counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) are two seemingly opposite types of active and volitional behaviors. However, previous research on the mutual relationships between these two types of behavior has yielded inconclusive results. Such relationships are of particular interest in countries such as Poland, which is still in the process of economic and social transformation from a communist to a capitalist system. Therefore, the current study sought to re-examine the relationships between OCB and CWB in a large sample of Polish employees. One thousand and fifty-one employees were recruited from small, medium, and large Polish enterprises to take part in the study, and they completed questionnaire measures of CWB and OCB. The results showed that the overall frequencies of CWB and OCB were statistically significantly correlated. However, while some dimensions of OCB were found to be significantly negatively correlated with certain categories of CWB, one dimension of OCB was significantly positively correlated with CWB. Cluster analysis allowed for distinguishing of four subgroups of participants with different profiles of CWB and OCB, including a subgroup that exhibited equal levels of OCB and CWB and a subgroup that exhibited high levels of CWB cooccurring with increased frequencies of some dimensions of OCB. These results demonstrate that, overall, CWB and OCB are relatively independent and unrelated constructs; however, their particular dimensions may show a more complex pattern of relationships.     

Clarifying the dynamic interrelation of conflicts between the work and home domain and counterproductive work behaviour

This study investigates the daily relationship between experiencing home–work conflict (HWC) and an employee’s performance of counterproductive work behaviour (CWB) directed towards the individual (CWBI) and CWB directed towards the organization (CWBO). Moreover, we examine whether these relationships are buffered by family supportive supervisor behaviour. Finally, we investigate whether CWBs directed towards the individual and the organization are related to feelings of work–home conflict (WHC). We examined the daily diary data using multilevel path analyses. We found support for a significant positive relation between HWC and same as well as next-day CWB enacted towards the individual, and same-day CWB directed towards the organization. General levels of family supportive supervisor behaviour buffered an employee’s daily relationship between experiencing HWC and enacting counterproductive work behaviour towards the individual, and are directly and negatively related with enacting CWB towards the individual and the organization. Furthermore, daily CWB enacted towards the individual was significantly positive, whereas CWB enacted towards the organization was significantly negatively related to WHC. Future research would benefit from examining buffering effects on the resource-depleting relationship between counterproductive work behaviour enacted towards the individual and WHC.     

A Resource-Based Perspective on Organizational Citizenship and Counterproductive Work Behavior: The Role of Vitality and Core Self-Evaluations

Although results from cross-sectional between-person studies suggest a differentiation of employees in good and bad performers, recent studies have challenged this assumption by showing that performance is also dependent on more transient states that vary within individuals. Acknowledging that individuals do not only differ in reference to others, but also in reference to themselves, we integrated the between- and within-person approach in the examination of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). We propose a model informed by conservation of resources theory in which OCB and minor CWB are predicted by within-person variation in one’s level of vitality, with these relationships being moderated by trait core self-evaluations (CSE). Moderated multilevel Poisson regression analyses revealed that vitality was positively related with OCB and negatively with minor CWB. CSE moderated the relationship between vitality and OCB so that individuals high in CSE engaged in OCB regardless of their vitality levels; however, contrary to our expectations, CSE did not moderate the relationship between vitality and minor CWB. Together, these findings indicate a complex reality underlying the mechanisms that drive the enactment of OCB and CWB.     

A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior

Job performance is increasingly being seen to encompass constructs such as organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). To clarify the OCB-CWB relationship, a meta-analysis was conducted. Results indicate a modest negative relationship (p = -0.32). The relationship strength did not increase appreciably when the target of the behavior (the organization vs. other employees) was the same. Moreover, OCB and CWB exhibited somewhat distinct patterns of relationships with antecedents. The OCB-CWB relationship was moderated by the source of the ratings, the presence of antithetical items, and the type of response options. An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior. Implications for organizations are discussed.     

Relationship of cultural values to counterproductive work behaviour: The mediating role of job stress

The purposes of this study were to investigate how cultural values are related to counterproductive work behaviour (CWB), and to examine whether individuals' job stress acts as a mediator between cultural types and CWB. Using an anonymous questionnaire survey, the sample was comprised of 440 employees working in government institutes and private sectors in Thailand. The results show that job stress not only has a direct relationship to CWB, but also partially mediates the relationship between cultural values and CWB. The strong mediating links were between horizontal collectivism and CWB and between vertical individualism and CWB.     

Work Ethic and Work Outcomes in an Expanded Criterion Domain

Purpose

The purpose of this study was to investigate relationships between dimensions of work ethic and dimensions of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB).

Design/Methodology/Approach

Data were collected from employed individuals in MBA and undergraduate management courses and their work supervisors (N = 233). Participants represented diverse occupations with respect to job levels and industries. Participants completed the work ethic inventory, and participants’ managers completed ratings of OCB and CWB.

Findings

The work ethic dimension of centrality of work was positively related to both dimensions of OCB (i.e., OCB-I and OCB-O), and the work ethic dimension of morality/ethics was negatively related to one of the dimensions of CWB (i.e., CWB-I).

Implications

Modern perspectives on job performance recognize the multidimensional nature of the domain (i.e., the expanded criterion domain). In addition, noncognitive predictors such as work ethic have value as individual differences that are associated with performance outcomes. The assessment of such constructs can help inform selection and placement activities where a focus on OCB and CWB is important to managers.

Originality/Value

This study provides additional evidence on the relationship between work ethic and performance outcomes. Previous research has provided limited information on the relationship between dimensions of work ethic and dimensions of OCB, and no information existed on the relationship between work ethic dimensions and CWB.

     

The relationship of GMA to counterproductive work behavior revisited

Recent research reported that general mental ability (GMA) predicted counterproductive work behavior (CWB), whereas some previous studies failed to find such a relationship. We tested occupational homogeneity of the sample and criterion measurement as two potential explanations for these inconsistencies. Study 1 replicated major design features of one previous study, which found no GMA–CWB relation in a heterogeneous sample, with occupationally homogeneous groups. Results confirmed previous null findings, indicating no effect of sample homogeneity. In Study 2, using a controlled laboratory setting, GMA was again unrelated to self‐reported CWB, but partially predicted observed CWB negatively. Combined findings suggest that GMA is consistently unrelated to CWB self‐reports but may predict objectively measured CWB independently of the likelihood of being caught. Copyright © 2009 John Wiley & Sons, Ltd.     

The Relative Importance of Correlates of Organizational Citizenship Behavior and Counterproductive Work Behavior Using Multiple Sources of Data

Many correlates of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) have been established, but their relative importance has rarely been investigated. A dominance analyses based on data from 375 participants and 214 of their supervisors indicated that individual differences accounted for more of the variance associated with OCB and with CWB than did organizational attitudes. Confirmatory factor analysis and dominance analyses provided discriminant validity for a four-factor model based on the target of these behaviors that included interpersonal OCB, organizational OCB, interpersonal CWB, and organizational CWB. A comparison of supervisor- and self-report data indicated that relationships were stronger when using self-report data, but the overall pattern of results was similar.     

The Role of Personality and Job Stressors in Predicting Counterproductive Work Behavior: A three‐way interaction

The current study examined interactive effects among personality and job stressors in predicting employees' engagement in counterproductive work behavior (CWB) defined as behavior that harms organizations or people in organizations. Survey data were collected from 932 employees and results showed significant negative relationships of agreeableness, conscientiousness, and emotional stability with CWB directed at organizations (CWB‐O) and people (CWB‐P), and significant positive relationships of interpersonal conflict and organizational constraints with CWB‐O and CWB‐P. Further, it was found that the positive relationships of interpersonal conflict with CWB‐O and CWB‐P were strongest for people of low emotional stability–low agreeableness among all emotional stability–agreeableness combinations, and that the positive relationships of organizational constraints with CWB‐O and CWB‐P were strongest for people of high emotional stability–low conscientiousness among all emotional stability–conscientiousness combinations.     

The Waiter Spit in My Soup! Antecedents of Customer-Directed Counterproductive Work Behavior

Although researchers have explored organizational and insider targets of counterproductive work behavior (CWB), no studies to date have examined customers as targets. The current study aimed to test a model of antecedents to CWB unique to service worker experiences, including customer stressors, emotional dissonance, and emotional exhaustion. We tested our model with 438 restaurant and bar employees. Results demonstrated that customer stressors were more strongly correlated with customer-directed CWB than with interpersonal or organizational CWB, and customer stressors had direct and indirect effects on customer-directed CWB through experiences of emotional dissonance and exhaustion.     

Breaking the rules,not the law: The potential risks of counterproductive work behaviors among overqualified employees

The extent to which overqualified employees may engage in counterproductive work behaviors (CWB) remains unclear. This study investigated the relationships between objectively measured overqualification (OOQ), perceived overqualification (POQ), and combinations of four lower‐order facets of CWB. The results found OOQ to be associated with POQ, which was in‐turn associated with minor‐CWB and organizational‐oriented CWB, but not with serious‐ or interpersonal‐oriented CWB. This is one of the first studies to examine CWB as a consequence of OOQ, and one of the few studies to differentially predict serious versus minor CWBs.     

组织中员工的自愿性工作行为

自愿性工作行为是角色规范之外的自发性行为, 它包括两大类型：一是以组织公民行为、建言行为、周边绩效等为代表的角色外行为; 二是以反生产行为、沉默行为、越轨行为等为代表的负面组织行为。自愿性工作行为的产生是个体与情境相互作用的结果。“组织公民行为-反生产行为”与“建言-沉默”之间的关系并非对立相反, 在一定条件下且可以互相转化, 本研究将特定类目的转化过程推论至总体, 并用情感事件理论、道德补偿原理及经济理性分析对该推论进行理论论证。     

Relationship Between Accuracy and Organizational Approach on the Rey-Osterrieth Complex Figure and the Differential Ability Scales: A Pilot Investigation

The present study was designed as an initial exploration of the relationship between global cognitive functioning and organizational and accuracy scores on the Rey-Osterrieth Complex Figure (ROCF) in a sample of children and adolescents. The relationship between ROCF accuracy scores at Copy and Delay as well as Organization and the Differential Ability Scales (DAS) was examined. Results indicate moderate correlations between Copy and Delay ROCF scores and various DAS indicators of nonverbal problem solving and visuospatial processing. Contrary to expectations, organizational scores were not significantly correlated with any of the DAS subscales or composite scales. Although further research is needed to explore the validity of this organizational scoring scheme with younger patients, these findings suggest that organization of the ROCF may be generally unrelated to global measures of cognitive ability or may assess processes associated with executive functioning untapped by the DAS.     

Relationship between accuracy and organizational approach on the Rey-Osterrieth Complex Figure and the differential ability scales: a pilot investigation.

The present study was designed as an initial exploration of the relationship between global cognitive functioning and organizational and accuracy scores on the Rey-Osterrieth Complex Figure (ROCF) in a sample of children and adolescents. The relationship between ROCF accuracy scores at Copy and Delay as well as Organization and the Differential Ability Scales (DAS) was examined. Results indicate moderate correlations between Copy and Delay ROCF scores and various DAS indicators of nonverbal problem solving and visuospatial processing. Contrary to expectations, organizational scores were not significantly correlated with any of the DAS subscales or composite scales. Although further research is needed to explore the validity of this organizational scoring scheme with younger patients, these findings suggest that organization of the ROCF may be generally unrelated to global measures of cognitive ability or may assess processes associated with executive functioning untapped by the DAS.     

Job insecurity and discretionary behaviors: Social exchange perspective versus group value model

This study examines the relationship between job insecurity and discretionary behaviors, that is, organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB), with the purpose to extend knowledge on the theoretical explanations for these outcomes. Considering the employment relationship with the organization, two different perspectives are suggested and compared in a multiple mediator model, in order to understand the reasons for discretionary behaviors. We draw upon social exchange theory as the basis of psychological contract perceptions and we rely on the group value model to explain organizational justice evaluations. A total of 570 blue‐collar workers in Italy participated in our survey. The results show that job insecurity is indirectly related to OCB and CWB through psychological contract breach and organizational injustice. Both mediational mechanisms have equivalent strength in explaining the relationships, namely, they are complementary processes in accounting for both behaviors. These findings suggest that employees’ behaviors in job insecure contexts are driven not only by concerns related to the exchange of resources with the organization, but also by evaluations about their value as important members of the group.