Abstract
Examining Moderating Effect of Industrial Relations Climate on Workplace Spirituality and Counterproductive Work Behaviour
Highlights
Counterproductive work behavior continues to be a world-wide phenomenon and common problem in today‘s organizations and has been reported to have high rate of occurrences and serious negative impact either economically and socially, which victimizes the organization and its stakeholders (Sulaiman and Bhatti, 2013; Țuclea et al, 2015)
We argue that changes in the extent of industrial relations climate in the workplace could lead to changes in the intensities of workplace spirituality which in turn could affect individuals’ level of engagement in counterproductive work behavior
There is lack of attention given to industrial relations climate factor as a mechanism through moderating variable which would pacify the intensity of counterproductive work behavior in organizations
Summary
Counterproductive work behavior continues to be a world-wide phenomenon and common problem in today‘s organizations and has been reported to have high rate of occurrences and serious negative impact either economically and socially, which victimizes the organization and its stakeholders (Sulaiman and Bhatti, 2013; Țuclea et al, 2015). Chirasha and Mahapa (2012) posit that 75% of employees involved in counterproductive work behavior such as theft, fraud, vandalism, sabotage and voluntary absenteeism. It is estimated that 95% of organizations have experienced theft by their own employees (Case, 2000), causing financial losses between $50 and $200 billion annually on the US economy (Chirasha and Mahapa, 2012). In the Global Retail Theft Barometer survey 2011, revealed that in Asia-Pacific region there were retail shrinkage of $271million with customer theft amounts to 51.2% (US$138.75 million) followed by employee theft at 23.3% (US$63.14 million), administrative errors 18.9% and supplier or vendor theft at 6.6%. Malaysia was in ninth place in the highest percentage of retail shrinkage among all 43 countries surveyed and seventh place in the percentage of employee theft among Asia-Pacific countries (The Centre for Retail Research, 2011). There has been an increased interest in counterproductive work behaviors studies among researchers since its affect decreases works performance and result in organizational losses (Christopher et al, 2015; Chiu et al, 2015; DeShong et al, 2015) researchers emphasized on more research to be done (Grijalva and Newman, 2015) and there have been lacking of studies investigating the moderating of counterproductive work behavior (Sprung et al, 2012; Erkuthu and Chafra, 2013; Jensen et al, 2010) and has sparked the interest of the researcher to investigate on the moderating roles between the predictors and its relationship with counterproductive work behavior
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