How Abusive Supervision Affects Workplace Deviance: A Moderated-Mediation Examination of Aggressiveness and Work-Related Negative Affect

Purpose

This research examines the linking mechanisms and conditional processes underlying the abusive supervision and workplace deviance relationship. Based primarily on Affective Events Theory, it was hypothesized that work-related negative affect would mediate the relationship between abusive supervision and workplace deviance, and that this indirect effect would be moderated by employee-based and organization-based aggressiveness.

Design/Methodology/Approach

Two independent studies were conducted, including diverse working samples and multi-wave data, to test these relationships through mediation and moderated-mediation bootstrapping procedures.

Findings

Both studies suggest that work-related negative affect mediates the abusive supervision and workplace deviance relationship. Mixed findings were found for the moderating effect of employee-based and organization-based aggressiveness. In Study 1 higher levels of employee-based aggressive beliefs and attitudes increased the magnitude of the indirect effect; however, in Study 2 when taking into account organization-based aggressive norms only the facet of social discounting bias increased this relationship. In Study 2 higher levels of organization-based aggressive norms also increased the magnitude of the indirect effect for supervisor-directed deviance.

Implications

Theoretical and practical implications of these findings suggest a movement toward an emotion-centered process-based theory of workplace deviance.

Originality/Value

A central question in organizational behavior research revolves around what drives employees to engage in various workplace behaviors. Replicating research that suggests abusive supervision is an important factor in this question, this research helps illuminate the processes underlying this perception-to-behavior link, as well as the boundary conditions of these processes.

     

Honesty-Humility and Perceptions of Organizational Politics in Predicting Workplace Outcomes

Purpose

The present study sought to examine whether a personality dimension named Honesty-Humility influences the relationship between employees’ perceptions of organizational politics (POP) and workplace outcomes, both attitudinal and behavioral.

Design/Methodology/Approach

Data were collected online and cross-nationally from 268 full-time employees from various organizations and occupational backgrounds.

Findings

Results indicate that the adverse effect of POP in the workplace is exacerbated for employees who are lower (rather than higher) in Honesty-Humility. Specifically, when perceiving their workplace as political, low Honesty-Humility individuals were more likely to engage in counterproductive work behavior and impression management behavior and to experience greater job stress and decreased job satisfaction.

Implications

Examining the role of individual differences in POP helps to advance our understanding of the mechanisms that employees use to interpret and react within a perceived politically charged workplace. This study provides further evidence of the deleterious effects of POP in the workplace, especially among low Honesty-Humility individuals. Practical implications of this research focus on reducing the likelihood of hiring low Honesty-Humility individuals as well as on reducing the opportunity for undesirable behaviors among currently employed individuals.

Originality/Value

There is a paucity of research exploring the possibility that individuals may react differently from one another to POP within their workplace and, in turn, experience varying outcomes. The present study helps to fill this gap in the literature by providing novel insights as to the role of personality in predicting perceptions of, and reactions to, organizational politics.     

Mastery approach and performance approach: the differential prediction of organizational citizenship behavior and workplace deviance,beyond HEXACO personality

Goal orientation has become one of the most studied motivational constructs in the psychology literature. However, in organizational contexts, the research focus to date has largely centered on the relationship between goal orientation and task performance—neglecting the valuable contribution of non-task work behaviors, such as workplace deviance and organizational citizenship behavior (OCB) to organization functioning. In this paper, we addressed this gap in the literature by investigating the differential prediction of performance approach and mastery approach goal orientation on workplace deviance and OCB, beyond personality correlates. We hypothesize that performance approach orientation is positively associated with workplace deviance and mastery approach orientation is positively associated with OCB. A sample of employed participants (n = 114) provided self-reports of goal orientation, workplace deviance, OCB and personality. Additionally, participants nominated a well-acquainted peer to provide peer-reports of their personalities. When controlling for personality, performance approach orientation positively predicted workplace deviance whereas mastery approach orientation positively predicted organizational citizenship behavior. This study is the first to our knowledge to explore the relationships between goal orientation and non-task work behaviors and to show that goal orientation adds to the understanding of workplace deviance and OCB, beyond personality. Practical implications and directions for future research are discussed.     

Compulsive checking and anxiety in a nonclinical sample: Differences in cognition,behavior, personality,and affect

This study addresses the question of why some highly anxious individuals exhibit excessive levels of compulsive checking behavior while other do not. To this end, nonclinical samples of compulsive checkers (n=19), (nonchecking) anxious controls (n=16), and (nonchecking) nonanxious controls (n=12) were compared on a variety of cognitive, behavioral, personality, and affective measures hypothesized to differentiate checkers from anxious controls. Results indicated that checkers exhibited higher levels of perfectionism and worry, and demonstrated greater cognitive impairment on the Wisconsin Card Sorting Test. Furthermore, performance and subjective experiences of performance appeared to be mediated by perfectionism and worry. Findings suggest that both personality and cognitive variables are important correlates of the form of anxiety-related symptomatology.     

The Assessment of Self-Oriented and Socially Prescribed Perfectionism: Subscales Make a Difference

Campbell and Di Paula (2002) Campbell, J. D. and Di Paula, A. 2002. “Perfectionistic self-beliefs: Their relation to personality and goal pursuit”. In Perfectionism, Edited by: Flett, G. L. and Hewitt, P. L. 181–198. Washington, DC: American Psychological Association.  [Google Scholar] suggested differentiating Perfectionistic Striving and Importance of Being Perfect subscales when measuring self-oriented perfectionism and Others’ High Standards and Conditional Acceptance subscales when measuring socially prescribed perfectionism. In this study, we investigated the utility of this differentiation by analyzing data from 1,041 students and examining correlations with positive striving and maladaptive evaluation concerns aspects of perfectionism and with positive and negative indicators of well-being and psychological adjustment. As expected, (a) Perfectionistic Striving scores showed higher correlations with positive striving aspects of perfectionism and with positive indicators of well-being and adjustment than Importance of Being Perfect scores, and (b) Conditional Acceptance scores showed higher correlations with maladaptive evaluation concerns aspects of perfectionism and with negative indicators of well-being and adjustment than Others’ High Standards scores. The findings indicate that Campbell and Di Paula's differentiation provides for a more detailed and informative assessment of multidimensional perfectionism and its different aspects. Moreover, it provides for new insights into self-oriented and socially prescribed perfectionism and their relationships and associations.     

Time Perspective and Procrastination in the Workplace: An Empirical Investigation

In the workplace, procrastination is typically viewed as a sub-optimal behavior that undermines productivity. As a construct, psychologists typically conceptualize procrastination as a stable and enduring personality trait. It has recently been argued that time perspective is also a personality trait, which has an important influence on procrastination behavior (Ferrari and Díaz-Morales, 2007 Journal of Research in Personality 41:707–714). Time perspective helps to guide not only employees’ judgments and decisions, but also their actions at the individual level. In this study, we examine the extent to which five qualitatively different types of time perspective (defined by Zimbardo and Boyd, 1999 Journal of Personality and Social Psychology 77:1271–1288) predict the tendency to procrastinate in the workplace. Participants were 236 managers and executives sampled from seven major information technology and financial organizations in India. Regression analyses revealed that of the five time dimensions, two were significantly positively related to procrastination, whereas two others showed negative relationships. From a basic science perspective, these findings help to extend our theoretical understanding of both time perspective and procrastination. From an applied standpoint, the results suggest an important individual difference dimension that might be considered during the personnel selection process.     

When Moral Personality and Moral Ideology Meet Ethical Leadership: A Three-Way Interaction Model

We propose a three-way interaction model based on substitutes for leadership theory to explore the relationship among ethical leadership, moral personality, and moral ideology (i.e., idealism and relativism) on two types of employee voluntary behaviors (i.e., organizational citizenship behavior and workplace deviant behavior). Results from a sample of 218 supervisor–subordinate dyads indicate that moral personality attenuates the relationship between ethical leadership and employee voluntary behaviors. Idealism serves as the boundary condition for the moderating effect of moral personality. However, relativism only serves as the boundary condition for the moderating effect of moral personality when predicting workplace deviant behavior.     

The Moderating Role of Gender in Relationships of Stressors and Personality with Counterproductive Work Behavior

Purpose

Gender differences in counterproductive work behavior (CWB: behavior that harms organizations or people) have been understudied. We explored gender mean differences, and the moderating effect of gender on the relationship of personality (agreeableness, conscientiousness, emotional stability, trait anger, and hostile attribution bias) and stressors (interpersonal conflict and organizational constraints) with three forms of CWB (directed toward organizations, directed toward persons, and relational aggression which are acts that damage relationships with other employees).

Design/methodology/approach

A survey was conducted of 915 employed individuals recruited from university classes. All worked at least 20 h per week (mean 26.3 h), and held a variety of jobs in many industries.

Findings

Men reported more CWB with correlations ranging from 0.12 to 0.18. Gender was found to moderate the relationship of job stressors and personality with CWB. The tendency for males to report engaging in more CWB was greater at high as opposed to low levels of interpersonal conflict, organizational constraints, trait anger and HAB and at low as opposed to high levels of agreeableness, conscientiousness, and emotional stability.

Implications

These results suggest that gender differences in overall CWB are rather small, with men engaging in more than women only when they have certain personality characteristics or perceive high levels of job stressors. In other words men may be more reactive than women.

Originality/value

This study shows that gender serves a moderator role, and is the first to adapt the construct of relational aggression to the workplace.     

Does Dispositional Aggression Feed the Narcissistic Response? The Role of Narcissism and Aggression in the Prediction of Job Attitudes and Counterproductive Work Behaviors

Purpose

The purpose of this study was to extend the personality and work-related outcomes literature by examining: (1) the effects of narcissism on job satisfaction, organizational commitment, and counterproductive work behaviors and (2) the moderating effects of dispositional aggression on the narcissism–counterproductive work behaviors relationship.

Design/Methodology/Approach

Multi-wave data were collected from 381 workers employed in a variety of work settings within the United States.

Findings

Narcissism had consistent main effects on job satisfaction, organizational commitment, and counterproductive work behaviors after controlling for the personality characteristics agreeableness, conscientiousness, neuroticism, and aggression. Aggression moderated the relationship between narcissism and counterproductive work behaviors, such that the positive relationship between narcissism and counterproductive work behaviors was stronger when dispositional aggression was high.

Implications

This study provides greater clarity regarding the role of narcissism within job attitudes and behaviors, shows that dispositional aggression strengthens or amplifies the narcissistic response for counterproductive work behaviors, and provides a platform to further explore narcissism and aggression within the workplace.

Originality/Value

This study found that narcissism consistently predicted unique variance in work-related criteria after the effects of agreeableness, conscientiousness, neuroticism, and aggression were controlled. It also found evidence that aggression moderates the effects of narcissism on counterproductive work behaviors. This study is the first to directly examine these effects.     

Modeling Temporal Interaction Dynamics in Organizational Settings

Most workplace phenomena take place in dynamic social settings and emerge over time, and scholars have repeatedly called for more research into the temporal dynamics of organizational behavior. One reason for this persistent research gap could be that organizational scholars are not aware of the methodological advances that are available today for modeling temporal interactions and detecting behavioral patterns that emerge over time. To facilitate such awareness, this Methods Corner contribution provides a hands-on tutorial for capturing and quantifying temporal behavioral patterns and for leveraging rich interaction data in organizational settings. We provide an overview of different approaches and methodologies for examining temporal interaction patterns, along with detailed information about the type of data that needs to be gathered in order to apply each method as well as the analytical steps (and available software options) involved in each method. Specifically, we discuss and illustrate lag sequential analysis, pattern analysis, statistical discourse analysis, and visualization methods for identifying temporal patterns in interaction data. We also provide key takeaways for integrating these methods more firmly in the field of organizational research and for moving interaction analytical research forward.     

Positive Psychology in the Workplace

An economy in a downward spiral, rising unemployment, anxieties about future job loss, lack of access to affordable health care, a crisis in the financial industry, and declining consumer confidence are among some of the challenges creating significant stress in the lives of workers and their families. What impact are these stressors having on the day-to-day lives of people in the workplace? What role do concepts of positive psychology have in helping people to not only cope more effectively, but open their hearts and minds to move forward with newfound confidence, resilience, determination, hope, and vision for a better future? How can workers and their organizations create a more positive and proactive workplace that bridges economic and human goals? The purpose of this article is to examine these questions through an integrative analysis of conceptual and empirical approaches to positive organizational behavior and outcomes. Theory and research covering such areas as self-determining behavior patterns, emotional intelligence, psychologic capital, innovation, and workplace change are described, analyzed, and applied to individuals, groups, and the overall organizational system. These themes come together through the concept of a virtuous organization. These organizations have cultures infused with a strong ethical–moral foundation and leaders who bring out the best of their employees. Organizations of virtue strive to do well by doing good and strive to do good by doing well. These organizations succeed by having multiple bottom lines, not just economic ones. As such, they bridge the goals of economic development with human development.     

Emotional Contagion and its Relevance to Individual Behavior and Organizational Processes: A Position Paper

Purpose

Emotions and emotional contagion are being increasingly recognized as crucial variables influencing individual behavior and organizational functioning. This position paper serves the function as a ready reckoner by reviewing and consolidating existing literature in the field of emotional contagion. The review is categorized into three broad headings: (a) individual, (b) interpersonal, and (c) contextual factors, based on their relationship with emotional contagion.

Design/Methodology/Approach

The article focuses on analyzing and critiquing studies of emotional contagion conducted in several streams such as psychological processes, personality, organizational behavior, marketing, and consumer behavior. A conceptual framework of emotional contagion is presented, supplemented with research propositions.

Findings

The phenomenon of emotional contagion in workplace and its effects on personal and group outcomes has emerged as a critical area of research. It has been firmly established in literature that spread of emotions, if not properly managed, is bound to influence work effectiveness.

Implications

Importance of understanding the effects of transfer of emotions, for both academicians and practicing managers is one of the critical take-aways of this article. Suitable interventions are the need of the hour in order to ensure proper management of emotions.

Originality/Value

The contribution of the article is expected to be fourfold, in terms of: (a) presenting a structured and comprehensive review of literature on emotional contagion, (b) identifying gaps in the existing literature, (c) proposing a conceptual framework, and (d) developing propositions for future research.     

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.

     

Team–Member Exchange and Work Engagement: Does Personality Make a Difference?

Purpose

Adopting a person–situation interactionist framework, this study examined the joint effects of employee personality (i.e., extraversion, neuroticism, and conscientiousness) and social exchange relationships with peers (i.e., team–member exchange; TMX) in predicting work engagement.

Methodology

This study is based on survey responses from 235 Chinese employees collected at two time points with 3 months in between. We conducted moderated regression analyses to test the hypotheses that employees higher in extraversion or conscientiousness or lower in neuroticism would demonstrate a stronger TMX–work engagement relation.

Findings

Results from this study showed that the three focal personality traits moderated the TMX–engagement relation simultaneously. Specifically, the positive TMX–engagement relation was stronger for employees with higher extraversion or lower neuroticism than that for their counterparts. Interestingly, the TMX–engagement relation was positive for employees lower in conscientiousness but negative for those higher in conscientiousness.

Implications

These findings support the notion that lateral social exchange relationships in the workplace (i.e., TMX) are an important antecedent of work engagement and, more importantly, their beneficial effects on work engagement are contingent on certain types and/or levels of personality traits.

Originality/Value

This study not only advances our understanding of presumed antecedents of work engagement but also opens a new door for future research on work engagement by highlighting the importance of a person–situation interactionist framework.     

Employees’ Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support,Job Satisfaction,and Performance

Purpose

The literature on organizational change has increasingly recognized that characteristics of change recipients influence their reactions to workplace change. Yet little is known about the influence of employees’ adaptability and change-related uncertainty on their interpretation of organizational actions. We examined these antecedents and the mediating role of perceived organizational support as explanations for employees’ job satisfaction and performance.

Design/Methodology/Approach

A survey was administered to material handling employees from two organizations. Employees completed measures of individual adaptability, uncertainty experienced regarding changes in the workplace, support received from the organization, and job satisfaction. Performance data were collected from the records of one organization.

Findings

Results from both samples support the role of perceived organizational support as a mediator of the relationship between employees’ adaptability and perceptions of change-related uncertainty and employees’ satisfaction and performance.

Implications

Change is a frequent occurrence in today’s workplace; thus, improving employee satisfaction and performance requires the consideration of change-related perceptions and individuals’ dispositions relevant to change. The present study offers insights regarding how organizations may help improve perceptions of organizational support by reducing perceived uncertainty as well as identifying employees who may need assistance to adapt to workplace changes.

Originality/Value

Despite practitioners’ expressed interest, there is scant research examining employees’ adaptability and change-related uncertainty. We provide the first evidence explaining how and why these variables impact important workplace outcomes and extend existing theory by identifying appraisals of the organization (and not the self) as a mechanism explaining stressor–strain relationships.     

The Moderating Effect of Machiavellianism on the Psychological Contract Breach–Organizational Identification/Disidentification Relationships

Purpose

We explore whether Machiavellianism—a personality trait which describes the extent to which individuals ignore values and ethical considerations when the ends justify the means—will influence their responses to their employing organizations’ failure to fulfil promised obligations (psychological contracts). Specifically, we draw on psychological contracts theory and the group value model to argue that Machiavellianism will moderate the relationships between psychological contract breach and (1) organizational identification; and (2) organizational disidentification.

Design/Methodology/Approach

We tested our hypotheses in a study of 262 employees from various organizations at two points in time.

Findings

We found that psychological contract breach was negatively related to organizational identification and positively related to organizational disidentification. Furthermore, employees with higher levels of Machiavellianism tended to disidentify with their organizations to a greater extent (at Time 2) in response to psychological contract breach (at Time 1) than did employees with low levels of Machiavellianism. Machiavellianism did not moderate the relationship between psychological contract breach and organizational identification.

Implications

Our study contributes to extant research exploring the importance of Machiavellianism in the workplace. Specifically, we show that employees with high levels of Machiavellianism are more likely to disidentify in response to psychological contract breach but do not tend to identify to a lesser degree.

Originality/Value

This study builds on the extant research exploring individual differences in the psychological contract dynamics by considering Machiavellianism as a moderator of the breach–outcome relationship.     

Examining the Role of Perfectionism and Intolerance of Uncertainty in Postevent Processing in Social Anxiety Disorder

Postevent processing (PEP) is proposed to be a key maintenance factor of social anxiety disorder (SAD; e.g., Clark and Wells 1995). The goal of the current study was to examine the independent roles of two transdiagnostic variables, namely perfectionism and intolerance of uncertainty (IU), as unique predictors of PEP in SAD above and beyond social anxiety and depressive symptoms. Fifty-six adults with SAD and high levels of speech anxiety completed measures of perfectionism, IU, social anxiety, and depression. They gave an impromptu speech to induce PEP, and completed measures assessing degree of PEP and its associated distress. Significant positive correlations were found between perfectionism and negative PEP degree and distress, as well as between IU and negative PEP distress. The perfectionism subscales of parental expectations and parental criticism significantly predicted negative PEP degree and distress over and above social anxiety and depressive symptoms. Perfectionism, as well as IU, were significantly and positively correlated with positive PEP distress, and significantly predicted positive PEP distress above and beyond social anxiety and depressive symptoms. The study design was cross-sectional; hence, experimental and longitudinal studies are needed to further understand the roles of perfectionism and IU as they relate to PEP. Individuals with SAD who are high in perfectionism or IU appear to be more prone to engaging in, or experiencing distress associated with, negative PEP. Specific strategies for decreasing negative PEP in this vulnerable population, especially for those high in perfectionism, may be necessary for optimal treatment outcome.     

Functional and dysfunctional perfectionists: are they different on compulsive-like behaviors?

Both perfectionism and excessive responsibility have been linked to obsessive compulsive disorder (OCD). Up to now however, a greater number of studies have focused on the role of responsibility. The present study compared compulsive-like behavior of people with different styles of perfectionism. Sixteen functional perfectionists (FP) and 16 dysfunctional perfectionists (DP) were compared on three different tasks in order to explore OC type behavior such as doubting, checking and intrusions. Results show that DP participants, compared to FP participants, scored higher on an OC behavior scale, took significantly more time to complete a precision task and precipitated their decision when confronted with ambiguity. The two groups also tended to differ in their intrusive thoughts following an unsolved problem; FP participants were more preoccupied about solving the problem than about the quality of their performance, contrary to DP subjects. Results are discussed according to theoretical models of OCD.     

Interactive effects of personality and perceptions of the work situation on workplace deviance

Previous research on workplace deviance has examined the relationship of either personality or employees' situational perceptions with deviant behavior. In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. Using 4 samples of employees and multiple operationalizations of the core constructs, the authors found support for the hypothesis that positive perceptions of the work situation are negatively related to workplace deviance. In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness.