The Role of Machiavellianism on Counterproductive Work Behavior in Student Organizations Islamic Economic Perspective

Background: Counterproductive work behaviors are considered an important issue for every workplace. This is particularly the case in the nursing setting, as such behaviors can also be detrimental for patients. However, the reasons underpinning nurses’ counterproductive behavior have been little studied, and the literature from the perspective of perpetrators’ is fragmented. Purpose: The aim of this systematic literature review was to identify and summarize studies concerning antecedents that could lead nurses to display counterproductive work behaviors. Methods: The PRISMA Statement and Flowchart were used to select the studies included in this review. The research was performed in July 2015 using the PubMed, CINAHL, PsycINFO, and Cochrane databases. Data were selected in stages based on inclusion, exclusion and quality criteria, and analyzed using Popay’s method. Results: Fourteen papers were selected. Counterproductive work behaviors in the nursing work environment were observed. The majority of studies were performed in North America (USA and Canada), using quantitative or qualitative designs. These work behaviors were studied in order to delineate predisposing factors and their relationship to Moral Disengagement. When counterproductive work behaviors are not sanctioned, and enforcement policies are not applied, they become an important problem for organizations. From the results of our systematic review, it is possible to identify two main foci: counterproductive work behaviors’ protective factors, and counterproductive work behaviors’ risk factors. Conclusion and implications for practice: This literature review identified specific antecedents that predispose nurses to engaging in counterproductive work behaviors, which negatively affect the quality of assistance and which can result in endangering the patient. This literature review helps to understanding the reasons that lead nurses to display counterproductive work behaviors, and can help prevent and restrict these phenomena.

Purpose. The concept of alexithymia which is expressed as individuals having difficulty defining, regulating, and expressing their emotions, is believed to be on the rise in organizational life. It is argued that it is not possible for employees who have difficulty defining their emotions to build positive relationships in the workplace. Therefore, this study aims to investigate whether alexithymia has an impact on counterproductive work behaviors. Study design. Data were collected through the convenience sampling method from 334 employees working in public and private sector organizations in Turkey. The mean age of the participants is 34.1 years, the mean seniority in the profession is seven years, and the mean seniority in their organizations is three years. The data was collected through asurvey form. The Counterproductive Work Behaviors Scale (CWB) and Toronto Alexithymia Scale (TAS-20) were used in the data collection tool. Findings. The study revealed that alexithymia has a significant contribution to counterproductive work behaviors. Moreover, it was found that alexithymia has a stronger contribution to organizational deviance (Cwb-O) than employee deviance (Cwb-P). As a result of the simple regression analysis carried out to determine to what extent the sub-dimension of alexithymia predicts counterproductive work behaviors in the workplace. “Having difficulty recognizingand verbalizing emotions” significantly predicted counterproductive work behaviors towards the organization (β = .65, t = 15.7, p = .00) and counterproductive work behaviors towards the employee (β = .42, t = 8.52, p = .00). Value of results. The findings of the study will provide a new perspective on counterproductive work behaviors in organizations and contribute to the industrial and organizational psychology literature as it is the first study in Turkey regarding the relationship between alexithymia and counterproductive work behaviors.

BackgroundCounterproductive behavior costs organizations and their members which will ultimately affect work-related outcomes and organizational success. Organizational justice has the potential to affect the level of counter productive behavior. However, there is a paucity of studies to show the link between counterproductive behavior and organizational justice dimensions in the Ethiopian health care system context. Therefore, the purpose of this research was to look into the link between organizational justice, and counterproductive work behavior among health care professionals.MethodsThe 395 study participants were chosen using a facility-based cross-sectional study methodology. A proportionate stratified systematic random sampling technique was deployed to select study participants from health facilities. Data was gathered using a structured self-report questionnaire by CWB Scale that was developed by Spector and Fox (2005) with Cronbach’s alpha of an average of (0.84–0.87). Data was obtained, cleaned, and entered by Epidata3.1. Finally, for descriptive and inferential statistical analysis, the data was exported to SPSS version 23.0.ResultsAccording to the findings, 159 (40.3%) of the study participants engaged in counterproductive job activities. Organizational justice was assumed to be fair by about half of the respondents, 202 (52.2%). Distributive Justice (=−0.141, p.05) was found to be a significant and negative predictor of counterproductive work behavior in the regression analysis. Age (β=−0.014, p< 0.05), the average number of hours worked every week (β=−0.009, p< 0.05), and experience (β=0.016, p< 0.05) were found to be significant predictors of the counterproductive work behaviors.Conclusion and RecommendationThis study indicated that distributive justice show significant contribution in reduction of counterproductive work behaviour.As a result, improving organizational justice can aid to reduce counterproductive work behavior which in turn increases the facility’s productivity.

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.

The wide proliferation of Covid-19 has impacted billions of people all over the world. This catastrophic pandemic outbreak and ostracism at work have posed challenges for all healthcare professionals, especially for nurses, and have led to a significant increase in the workload, several physical and mental problems, and a change in behavior that is more negative and counterproductive. Therefore, leadership behaviors that are moral in nature serve as a trigger and lessen the adverse workplace effects on nurses' conduct. this research is directed to explore the impact of post-COVID-19 workplace ostracism on nurses' counterproductive behavior and examine the role of moral leadership as a mediating factor in post-COVID-19 workplace ostracism and nurses' counterproductive behavior. Ethical review and approval Was received from Ethical Committee at the Faculty of Nursing, Alexandria University, Egypt. A cross-sectional and correlation study was implemented in all units of medical, surgical, critical and intensive care units by using three tools; moral leadership questionnaire, Workplace Ostracism Instrument (WOS), and Counterproductive Work Behaviors Questionnaire (CWBs). A convenient sample of 340 from 699 bedside nurses was granted. This study revealed that nurses' perceived moderate mean percent (55.49 ± 3.46) of overall workplace ostracism and counterproductive behavior (74.69 ± 6.15). However, they perceived a low mean percentage of moral leadership. There was a significant positive correlation between workplace ostracism and counterproductive behavior. Otherwise, a significant negative correlation was found between moral leadership, workplace ostracism and counterproductive behavior. Also, this study proved the mediating effect of moral leadership in decreasing workplace ostracism by 79.3% and counterproductive behavior by 36.7%. Hospital administrators need to be aware of the significance of moral leadership and apply integrity in the clinical setting to reduce the drawback of isolation on nurses' conduct and increase value for the organization as a whole and nurses in particular.

Purpose This study aimed to develop a moderated mediation model to explain the relationship between artificial intelligence (AI) awareness and counterproductive work behavior, turnover intention. In this model, the authors assumed that interpersonal conflict mediates and that perceived organizational support and competitive psychological climate moderates the relationship between AI awareness and counterproductive work behavior, turnover intention. Design/methodology/approach An empirical study based on a sample of 1,129 Vietnamese employees at some enterprises of 6 fields with the highest level of AI application. Structural equation modelling analysis was used for hypothesis testing. Findings Analysis of the data demonstrates that AI awareness has a relationship with counterproductive behavior, interpersonal conflict and turnover intention. At the same time, the research results also confirm that interpersonal conflict affects counterproductive behavior and turnover intention. Moreover, interpersonal conflict mediates the effect of AI awareness on counterproductive behavior and turnover intention, and the moderating roles of perceived organizational support and competitive psychological climate has been confirmed. Research limitations/implications Sample data was only collected at a few Vietnamese enterprises in 6 fields with the highest level of application which are e-commerce, transportation and logistics, education, real estate, finance and agriculture, which may be limiting generalizability of research results. Future studies could include data from enterprises in different sectors or focus on a specific sector. Practical implications The authors offer several significant implications to reduce counterproductive work behavior and turnover intention in enterprises, such as by paying attention that the penetration and spread of AI or other smart technologies is inevitable in the future, ensuring make sure support from organization is available for the employees and creating a working environment of integrity and honesty in all situations based on trust, respect and fairness. Originality/value The study developed and verified a moderated mediated model on the relationship between AI awareness and counterproductive work behavior, turnover intention. The authors confirmed the mediating role of interpersonal conflict and the moderating role of perceived organizational support and competitive psychological climate in the relationship among AI awareness and counterproductive work behavior, turnover intention.

This study examines the mediating role of job satisfaction on the effect of distributive, procedural and interactional justice on counterproductive work behavior. Design/methodology/approach – A total of 110 service company employees in Indonesia as respondents. This study uses primary data collected through a questionnaire. Respondents are given the answer choice using the Likert Scale which consists of 5 scores namely scores 1, 2, 3, 4 and 5. Data analysis using Partial Least Squares (PLS). Several respondents and management were purposely selected as key informants for in-depth interviews to explore the relationship mechanism between distributive, procedural and interactional justice, job satisfaction and counterproductive work behavior. The results of the study found that distributive, procedural and interactional justice had a positive and significant effect on job satisfaction, distributive justice had a positive and not significant effect on counterproductive work behavior, procedural justice had a negative and significant effect on counterproductive work behavior, interactional justice had a negative and not significant effect on counterproductive work behavior, job satisfaction has a negative and insignificant effect on counterproductive work behavior and job satisfaction does not significantly mediate the effect of distributive, procedural and interactional justice on counterproductive work behavior. This study provides empirical support for the influence of distributive, procedural, interactional justice on job satisfaction and counterproductive work behavior. This study also provides evidence of the effect of justice directly and through job satisfaction on counterproductive work behavior. Keywords: organizational justice, job satisfaction, counterproductive work behavior

Most researches in the organizational citizenship behaviors (OCBs) field illustrate a wide range of positive outcomes for both employees and organizations. Some studies have investigated the other side of the coin, as well as the dark side of OCBs and the tendencies of these kinds of behaviors to increase deviant and counterproductive work behaviors (CWBs). Nowadays, investigations about counterproductive work behaviors (CWBs) and the finding of their causes is crucial for organizations. Sometimes the causes of CWBs are clarified, but sometimes extra-role behaviors such as OCBs, which have a negative relation with CWBs as well as organizational culture, can contribute to the formation of counterproductive work behaviors (CWBs). In this paper, by considering moral licensing theory and effects of abusive climate in organizations, as well as dysfunctional culture dimensions, I discuss how employees who engage in OCB may subsequently participate in counterproductive work behaviors (CWBs).

Counterproductive work behavior wastes organizational resources and significantly damages organizational development. The importance of employees' counterproductive work behaviors in organizations is becoming increasingly obvious. This is directly related to the sustainable development and survival of organizations. This study believes that employee's behavior is closely related to leadership style. In particular, employees' in small- and medium-sized enterprises are often manipulated and deceived by leaders, resulting in dissatisfaction and counterproductive work behavior. In order to address this behavior, this study collected survey data from 289 employees from Chinese SMEs to explore the relationship between perceived abusive supervision and organizational political behavior in Machiavellian leadership and counterproductive work behavior. The results suggest that Machiavellian positive influence counterproductive work behavior through a mediating role of perceived abusive supervision. Furthermore, leader organizational political behavior moderates the indirect effect of perceived abusive supervision such that the effect is stronger when leader organizational political behavior is high. This study aimed to identify the variables that increase employees counterproductive work behavior, propose recommendations for reducing employees' counterproductive work behavior, expanded the scope of counterproductive work behavior research, and provided a theoretical basis for related studies.

Background: Abusive supervision is the subordinates’ perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors. Also, abusive supervision hurts the organization causing lower levels of satisfaction, commitment, and counterproductive work behavior. Aim: Assessing Healthcare workers' perception level regarding abusive supervision, assessing the level of Healthcare workers' counterproductive work behavior, and finding out the influence of perceived abusive supervision on counterproductive work behavior among Healthcare workers. Research design: A descriptive correlational study design was used. Setting: The study was conducted at the Saudi German Hospital in Makkah, KSA. Subjects: (171) HCWs out of (300 participated in the study. Tools of data collection: Abusive supervision scale and counterproductive work behavior scale. Results: The majority (94%) of the studied participants perceived a high level of abusive supervision, and only 2% of them perceived a low level of abusive supervision from their supervisors. Also, less than two-thirds of them (65%) had moderate counterproductive work behavior, while only (15%) of the study participants had high levels. Conclusion: There was a strong positive relation between Healthcare workers' perceived abusive supervision and their counterproductive work behavior. Recommendations: healthcare managers must take corrective disciplinary approaches, actions, and strategies against supervisory abusive behavior and counterproductive behavior. Healthcare managers have to provide the employees with a favorable healthy professional work environment, which helps to overcome any counterproductive work behaviors.

Purpose– The purpose of this study is to establish both the validity of Western theories within the Middle East, namely, the United Arab Emirates (UAE), and to further improve and extend our understanding of the effect of organisational coaching on counterproductive behaviours, such as bullying and alienation.Design/methodology/approach– A sample size of 656 participants from 29 organisations and 14 different industries was employed. A research model was proposed, refined and tested through a quantitative paradigm using one dimension nonlinear principal components analysis, linear structural equation modelling (SEM) and MANOVA.Findings– The correlation analysis results show non-significant negative correlations between coaching and all of the organisational counterproductive behaviour dimensions but not certainty. It was found that a significant weak relationship exists between most of the mediator dimensions, while a strong relationship exists between job alienation and workplace bullying. Results of the linear SEM provide support that coaching is related to certainty. Furthermore, the results reveal that certainty mediates a significant link between coaching and organisational counterproductive work behaviours (job alienation and bullying).Originality/value– The study is considered the first in the UAE to investigate organisational counterproductive work behaviours (bullying and job alienation). The main contribution of this study is to quantify the relationship between organisational coaching and bullying and job alienation mediated by organisational climate dimensions.

Purpose: Counterproductive work behavior is deviant behavior carried out by individuals that causes losses to the company and its members. One of the generations working as employees in the current era is the millennial generation or commonly known as generation Y. This research aims to examine the influence of organizational culture on counterproductive work behavior among millennial employees. Method: This research method is quantitative using a research instrument in the form of a questionnaire using a Likert scale. In this study, the researcher determined using a cluster sampling technique to obtain a sample of 130 respondents from six companies. The analytical tests used are Confirmatory Factor Analysis (CFA) and multiple regression. Result: The results of the multiple linear regression test show that there is a significant influence on organizational culture variables (innovation and risk taking, attention to detail), results orientation, people orientation, team orientation, aggressiveness, stability) on counterproductive work behavior among millennial employees. Organizational culture has a significant influence on counterproductive work behavior, namely innovation and risk taking variables have a positive influence and contribute 11.4%, then results orientation has a negative influence and contributes 56.5%, then people orientation has a negative influence and contributes 23 .1%. %. Team orientation also has a positive influence and contributes 14.3%, while aggressiveness has a positive influence and contributes 20.9%, while other variables that have no influence on counterproductive work behavior are the variables attention to detail and stability. Conclusion: In the future this research can become a reference for further research by paying attention to other variables such as personality, job characteristics, work group characteristics, and organizational injustice.

ObjectiveConsistently with Bandura's theory of moral disengagement, we examined if moral disengagement predicted employees’ counterproductive work behaviours and organizational citizenship behaviours, also assessing moral competence as a moderator that, at higher values, could mitigate the positive association with counterproductive work behaviours and mitigate the negative association with organizational citizenship behaviours. MethodFive hundred eighty-three Italian employees completed a time-lagged online survey including the following measures: Work Moral Disengagement Scale (Fida, Paciello et al., 2015), Moral Competence Test (Lind, 1985), Counterproductive Work Behavior Checklist (Spector et al., 2006), Organizational Citizenship Behavior Scale (Podsakoff et al., 1990). Associations between variables were examined via multiple linear regressions with bootstrapping, while the interactions were probed through the Johnson-Neyman technique. ResultsMoral disengagement is positively related to counterproductive work behaviours and negatively related to organizational citizenship behaviours. Furthermore, the association between moral disengagement and counterproductive work behaviours is moderated by moral competence, with a significant positive association only at lower levels of the moderator. ConclusionWe demonstrated for the first time the potentially significant role played by moral competence as a moderator that could reduce the negative effects of moral disengagement on deviant and unethical organizational behaviours, discussing our results in light of available evidence and theory, and elaborating on practical implications.

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 &amp; Webster, 2010), Counterproductive Work Behavior Checklist - CWBC (Spector, Bauer &amp; 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.

Purpose: This study was conducted to determine whether the work locus of control is a moderator of the relationship between counterproductive behavior at work and work stressors. Methods: To investigate this relationship, 346 full-time working adults employed at Nishter hospital Multan and Allied hospital Faisalabad were surveyed during the period from January 2019 to January 2020via three checklist questionnaires. Using hierarchical regression analysis, both main and moderator effect were tested in order to determine whether work locus of control influence employee’s tendencies engage in counterproductive behavior in response to work stressors. Results: Shows that the work locus of control interacts significantly with work stressors in predicting counterproductive behavior at work, suggesting that the work locus of control is an important variable to consider when studying productive behavior at work. The implications of these findings and ideas for future research are discussed. Conclusion: CWB has a detrimental effect on organizations and individuals related with the organization; therefore, organizations should be attentive of the probable influences influencing employee participation in CWB. Keywords: Counterproductive behavior at work, Deviations in the workplace, Location of control in the workplace, Stress at work, Personality