Investigating moderating role of emotional intelligence among counterproductive work behavior, work interference and negative emotions in development sector of Pakistan

Sana Ur Rehman,Sajjad Hussain,Muhammad Sarmad,Muhammad Qaiser Shafi,Abdul Qayyum

doi:10.5267/j.msl.2020.11.030

Abstract

This study reveals the worth of Emotional Intelligence (EI) to act as a moderator in undertaking the worst effects of Counterproductive Work Behavior (CWB) influenced by negative emotions and work interference. Contract based employees of the non-profit organizations in development sector of Pakistan were targeted. The responses were obtained in time lags of two weeks to overcome the issues of cross-sectional data and self-serving bias. The 258 fully responded questionnaires by the targeted employees were analyzed in SPSS. The results emphasized that negative emotions and work interference predicts CWB and EI act as a moderator in this relationship. Employees having low EI engaged more in CWB confirming the predictive relationship. It is recommended that the management needs to underline the significance of EI at all levels of the organization for desirable behaviors at workplace. Implications were deliberated to overcome CWB through high and low levels of EI.

Highlights

Organizational efficiency is determined by the execution of assigned duties and responsibilities by the employees (Neuman & Baron, 1997) which is mainly termed as in-role performance (Morrison, 1994)
This study reveals the worth of Emotional Intelligence (EI) to act as a moderator in undertaking the worst effects of Counterproductive Work Behavior (CWB) influenced by negative emotions and work interference
The distinct non-voluntary behaviors mainly known as counterproductive work behavior (CWB) keeps on preventing employees to engage in helping others, execute empathic abilities and handling interpersonal conflicts (McShane &Von Glinow, 2005)

Summary

Introduction

Organizational efficiency is determined by the execution of assigned duties and responsibilities by the employees (Neuman & Baron, 1997) which is mainly termed as in-role performance (Morrison, 1994). In late 80’s, the concept of extra role performance emerged (Organ, 1988) which describes voluntary behavior of employees. The distinct non-voluntary behaviors mainly known as counterproductive work behavior (CWB) keeps on preventing employees to engage in helping others, execute empathic abilities and handling interpersonal conflicts (McShane &Von Glinow, 2005). Interpersonal conflict occurs when individuals in the organizations show resistance among themselves due to non-involvement in decision making, typical perceptional set clashes work interference and negative emotions (Wilmot & Hocker, 2001). The way features of interpersonal conflict e.g.; work inference and negative emotions were handled may engage employees in counterproductive work activities such as spreading unconstructive rumors, sabotaging and turnover (Deutsch, 1990; Ogungbamila, 2006). The work interference among employees may prevent them to work efficiently and negative emotions may affect their performance. EI empowers us to be acquainted with and shelve negative emotions that block innovation, and provide us access to positive feelings that can boost performance

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Results

Conclusion