Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration ofMultiple Processes Underlying the Leader Mistreatment-Employee CWB Relationshipwith Meta-Analytic Methods

This meta‐analysis found that the emotional intelligence–organizational citizenship behavior relationship is stronger in long‐term oriented and restraint cultures. However, this relationship does not differ between individualistic and collectivistic cultures, masculine and feminine cultures, high uncertainty avoidance and low uncertainty avoidance cultures, and high power distance and low power distance cultures. The emotional intelligence–counterproductive work behavior relationship is stronger in collectivistic, feminine, high uncertainty avoidance, high power distance, long‐term oriented, and restraint cultures. Emotional intelligence–organizational citizenship behavior/counterproductive work behavior relationships are mediated by both state positive affect and state negative affect. Human resource development professionals from cultures where the effects of emotional intelligence are stronger are especially recommended to hire emotionally intelligent employees and/or provide emotional intelligence training to stimulate organizational citizenship behavior and to restrain counterproductive work behavior. Although there are important cross‐cultural differences, emotional intelligence universally encourages organizational citizenship behavior and almost universally diminishes counterproductive work behavior across cultures.

Although a litany of theoretical accounts exists to explain why mistreated employees engage in counterproductive work behaviors (CWBs), little is known about the relative importance of each mechanism and whether they are complementary in nature. This paper presents a meta-analytic review of three proposed mechanisms through which experiencing interpersonal mistreatment may result in employee CWBs. In particular, we invoke three theoretical perspectives that frequently appear in the literature: (1) a social exchange perspective, which states that social exchange quality is reduced when employees are mistreated, which leads them to engage in negative reciprocity, (2) a self-regulatory perspective, which states that employees’ self-regulatory capacity is depleted when they are mistreated, which renders them unable to inhibit undesirable behaviors, and (3) an affective experience perspective, which suggests that employees experience negative affect when they are mistreated, which leads them to engage in CWBs to resolve the issue or to alleviate the aversive feeling. Our meta-analytic structural equation model supported our predictions that social exchange quality, depletion of self-regulatory capacity, and negative affect each uniquely mediate the hypothesized direct effect of mistreatment on CWB. In addition, albeit being the least frequently invoked mechanism in literature, negative affect seems to be the strongest pathway when the three mechanisms are compared to each other.

A social exchange perspective on supervisors' Dark Triad and subordinates' counterproductive work behaviors: psychological contract fulfillment as a boundary condition.

Studies on abusive supervision have adopted justice and resource perspectives to explain its effects on employee organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). However, these studies have not provided a comprehensive account of why abusive supervision affects OCB and CWB and which of these two mediating mechanisms matters more. To address these questions, we conducted two studies using meta-analytic structural equation modeling. In the main study, we analyzed 427 primary studies that incorporated 973 independent correlations ( N = 336,236). The results showed that both organizational justice (the justice lens) and work stress (the resource lens) mediated the influence of abusive supervision on OCB and CWB. Furthermore, organizational justice accounted for a greater proportion of abusive supervision’s effect on OCB than did work stress, whereas work stress accounted for a greater proportion of abusive supervision’s effect on CWB than did organizational justice. Finally, between-study moderation analyses showed that the effect of abusive supervision on CWB was stronger in masculine cultures than in feminine cultures. The supplementary study incorporated effect sizes from six existing meta-analyses ( N = 151,381) and largely replicated the main study’s findings.

Exploring empowerment cross-cultural differences along the power distance dimension

Employee counterproductive work behavior (ECWB) in the workplace has caused serious harm to the organization, and its recessive occurrence creates difficulty for the organization to guard against it. This study aims to explore the influence of high‐performance work systems (HPWS) on the two sides of ECWB with employees and the internal influence path. It also aims to combine resource conservation and affective events theories to build an HPWS five‐level model. It provides human resource management measures for enterprises to reduce and prevent the ECWB effectively. This study adopts a quantitative analysis method to conduct a questionnaire survey among employees in 366 enterprises in China. The results show that HPWS has a significant two‐sided impact on ECWB. For employees with positive emotions, HPWS improved employee performance and inhibited ECWB. Meanwhile, for employees with negative emotions, HPWS reduces employees’ work input and increases employees’ counterproductive behaviors. For negative employees, the positive effect of HPWS is more significant than the negative effect of positive employees. In addition, organizational commitment has a moderating effect on the counterproductive behavior of negative employees. Therefore, when implementing HPWS, enterprises should consider the impact of both sides of HPWS on ECWB and adopt a more humane management method. In this study, a practical five‐level HPWS model is constructed, which complements the existing research model and provides a theoretical basis and practical guidance for enterprises to scientifically and effectively promote employees to achieve high performance.

Despite the fact that literature regarding the implications of envy in the work environment has generated growing interest in recent years, the role of malicious and benign envy in the workplace has scarcely been studied. Therefore, the present study, using an experimental design, N = 213 (140 female and 73 male; Mage = 31.05, SD = 10.01; range from 18 to 68), aims to examine the effects of malicious (vs. benign) envy on perceived injustice, negative emotions, and the individual tendency to express counterproductive work behaviors. The results obtained showed that the mere activation of malicious envy (vs. benign envy) leads to an increased perceived injustice (p < .001, ηp2 = .15), and to higher levels of negative emotions (p < .001, ηp2 = .18) and counterproductive (harmful) behaviors toward the envied co-worker (p < .001, ηp2 = .16). Additionally, we found that perceptions of injustice and negative emotions mediated the effect of malicious (vs. benign) envy on the inclination to express counterproductive work behaviors (Indirect Effect (IE) = .227, SE = .064, 95% CI [.127, .386]. Finally, these findings and their possible implications are discussed.

PurposeWith the emergence of a variety of communication channels on social media, employees have more opportunities to engage with external stakeholders for or against their organizational brand. In such a context, focusing on negative word-of-mouth (NWOM) as an employee’s negative discretionary brand-oriented behavior, the current study aimed to identify negative emotions that can serve as drivers for NWOM more strongly than for counterproductive workplace behavior (CWB), relying on the discrete emotion perspective. This study also aimed to examine whether employees’ perceived brand knowledge can directly diminish employees’ NWOM and CWB and attenuate the influence of negative emotions.Design/methodology/approachA questionnaire was used to gather relevant data, which were analyzed by structural equation modeling.FindingsThe findings showed that anger was more strongly associated with employees’ NWOM than withdrawal and that envy was more strongly associated with CWB toward individuals than employees’ NWOM. Employees’ perceived brand knowledge was negatively associated with both NWOM and CWB directly and mitigated the association of negative emotions such as anger and envy with CWB, but not with NWOM.Originality/valueBased on the discrete emotion perspective, the current study explored the relative magnitude of emotional antecedents for employees’ NWOM and conventional CWB. Also, it expanded the previous findings on the positive effects of perceived brand knowledge on the positive outcomes of employees’ actions and its mitigating effects on NWOM and CWB.

The aim of this study is to examine the impact of job insecurity and narcissism on counterproductive work behavior with negative emotions as mediators. This study employs quantitative techniques that are derived from purposive sampling on Generation Z workers at Company X, located in Kaliurang, Yogyakarta, Indonesia. The number of respondents was 70 employees. Data collection was carried out using questionnaires and interviews. This research used statistical analysis with SEM (Structural Equation Modeling) with Smart PLS 4.0. The research results show that (1) Narcissism has a positive and significant effect on counterproductive work behavior; (2) Narcissism has a positive and significant effect on negative emotions; (3) Narcissism has a positive and significant effect on counterproductive work behavior mediated by negative emotions; (4) Job insecurity has a positive and significant effect on counterproductive work behavior significantly towards counterproductive work behavior; (5) Job insecurity has a positive and significant impact on negative emotions; and (6) Job insecurity has a positive and significant impact on counterproductive work behavior mediated by negative emotions

This study aims to study the impact of diversity management practices on employee’s behaviors through studying two sub variables employees’ engagement as positive behavior and counterproductive work behavior as negative behavior, with considering the trust climate and organizational distributive justice as mediator’s variables. The hypothesis of the research that trust climate and organizational distributive justice mediate the relation between diversity management practices and employees’ engagement, counterproductive behavior. An online questionnaire was sent to 202 employees, whom most of them were from Middle Eastern countries whom were working in western countries. The results showed that diversity management practices affect positively the employees’ engagement and it can be more efficient if a positive trust climate and distributive justice were found. In other hand, diversity management practices didn’t affect directly the counterproductive behaviors, however, it was found that when having positive trust climate and distributive justice a negative correlation between diversity management practices and employees’ counterproductive behaviors can be found. Which means having positive trust climate and distributive justice can make the diversity management practices works more efficiently when it’s related to the employees’ behaviors.

Although researchers have documented relations between abusive supervision and subordinate counterproductive work behavior (CWB), might CWB result from non-abusive treatment? We address the question by examining the relation between leader-member relations (LMX) and CWB as well as potential mediators and moderators of that relation. One hundred and eighty subordinates completed surveys assessing their LMX quality, entitlement, negative emotions, self-control, and CWB. Twenty-six supervisors also provided CWB data on 88 of those subordinates. We found that subordinates reporting lower quality relations with their supervisors were more likely to experience CWB than other subordinates and that anger mediated that relation. There was some support for the moderating effect of self-control on the negative emotion - CWB relation. Entitlement did not moderate the LMX - anger relation as hypothesized. One implication is that supervisors do not have to treat their subordinates poorly for the subordinates to react negatively and engage in behavior detrimental to their organization.

The current study was designed to replicate findings from previous research regarding the relationships between job stressors, negative affectivity, and counterproductive work behavior (CWB) using peer‐reported data and to assess the effects of workplace incivility on employee satisfaction and CWB. Results indicate that incivility, organizational constraints, and interpersonal conflict were negatively related to job satisfaction and positively related to CWB. Support was also found for the role of negative affectivity as a moderator of the relationship between job stressors and CWB, although only one significant moderator was found using peer‐reported CWB. In general, the relationships between job stressors and CWB were stronger for individuals high in negative affectivity than for individuals low in negative affectivity. Copyright © 2005 John Wiley &amp; Sons, Ltd.

Student misbehavior is a significant occupational stressor for educators, with numerous emotional consequences threatening their mental well‐being. However, research to date has failed to study the behavioral consequences of student misbehavior among teachers, as such stressors may lead to counterproductive workplace behaviors (CWB) that could decline teachers' performance and school functioning. The current study builds on the stressor–emotion model and frustration‐aggression theory to fill this major gap in the literature. The proposed research model examines the association between student misbehavior and teacher CWB through two indirect pathways. It was hypothesized that job‐related negative affect would mediate the relationship between student misbehavior and CWB, and regulatory prevention focus would moderate the path from student misbehavior to CWB. Data collected from a sample of 330 teachers at two time points revealed that student misbehavior was directly associated with CWB and was indirectly associated with CWB through job‐related negative affect. Additionally, the regulatory prevention focus moderated the relationship between student misbehavior and CWB. The findings of the study help clarify the processes underlying the stressor‐behavior link, as well as the boundary conditions of these processes, which could provide a framework for schools to guide policies and practices regarding supporting educators in their interpretation and response to classroom misbehavior.

The antecedents of counterproductive work behaviour (CWB) in the higher education sector have remained unexamined in available literature. Moreover, the impact of job insecurity, job stress, and negative emotions on the occurrence of CWB within the academic context have hardly been interrogated. This study therefore, aimed at investigating the impact of job insecurity, job stress and negative emotions on CWB and further examining the mediating role of job stress and negative emotions in the occurrences of CWB among academics. Data was collected from 716 academics in Technical Universities in Ghana using self-reported questionnaires with close-ended questions and a convenient sampling technique. Confirmatory Factor Analysis was conducted to verify the measurement structure of the constructs. Structural Equation Model was employed to test the hypotheses in the conceptual model. The result showed a statistically significant direct effect of job insecurity, job stress and negative emotions on the occurrence of counterproductive work behaviour among academics. It was further revealed that there is a positive relationship between job insecurity and job stress, with job stress partially mediating the relationship between job insecurity and counterproductive work behaviour. Furthermore, negative emotions acted as a partial mediator in the relationship between job stress and counterproductive work behaviour. The findings have implications for higher education institutions in taking steps to address job insecurity, job stress, and negative emotional experiences of academics to mitigate counterproductive work behaviour among academics.

Counterproductive work behavior (CWB) is a topic of considerable importance for organizational scholars and practitioners. Yet, despite a wide-ranging consensus that negative affect (NA) is a precursor to CWB, there is surprisingly little consensus as to whether CWB enactment will subsequently lead to lower or higher levels of NA. That is, scholars disagree as to whether CWB has a reparative (negative) or generative (positive) effect on subsequent NA. We submit that both perspectives have validity, and thus the question should not be whether CWB is associated with lower or higher subsequent levels of NA, but rather for whom. This article is dedicated to answering this question. Drawing from the behavioral concordance model, we position empathy as a moderator of this relationship, such that CWB will be reparative for those with lower levels of empathy and generative for those with higher levels of empathy. Findings across 3 experience-sampling studies support our hypotheses and highlight a number of interesting directions for future research. (PsycInfo Database Record (c) 2021 APA, all rights reserved).