Counterproductive Performance Research Articles

Psychological Capital as a Mediator in the Link between Organizational Socialization and Job Performance in Chinese Higher Education Teachers

This research examines the relationships between organizational socialization, psychological capital, and job performance within Chinese higher education institutions, with an emphasis on the implications for institutional sustainability. Utilizing a quantitative methodology, this study surveyed 1079 faculty members across various universities in China to assess how organizational socialization influences job performance (task, contextual, adaptive, and counterproductive dimensions) both directly and indirectly through psychological capital (self-efficacy, optimism, hope, and resilience). Statistical analyses with the Process 4.2. Macros for SPSS 29.01 have been conducted using model 4. The analysis indicates that organizational socialization has a positive direct effect on task performance, both contextual and adaptive, but a negative effect on counterproductive performance. A significant positive relationship between organizational socialization and each of the psychological capital components has been found. The psychological capital components each played a unique role in mediating the relationship between organizational socialization and the different performance dimensions. These findings suggest that strategic socialization practices can significantly improve both the immediate and long-term performance outcomes of faculty members. This study contributes to the understanding of how targeted socialization and psychological capital development can serve as levers for optimizing job performance in the academic sector.

Effect of Self-Challenges on Task, Contextual and Counterproductive Performance: A Study with Special Reference to ASHAs

Effect of Self-Challenges on Task, Contextual and Counterproductive Performance: A Study with Special Reference to ASHAs

Examining the Effect of Rewards on Employee Performance to Support the Development of Poultry Agribusinesses

The study aimed to identify the reward packages and examined their effect on four-employee performance measurements in Ghana's poultry sector. The study adopted simple random sampling and purposive sampling techniques to sample 200 respondents in three selected districts in Bono Region. The effect of reward packages on these performance measurements was analysed via the Seemingly Unrelated Regression model. The results revealed that demographic characteristics such as marital status, gender and off-farm job participation had varying positive effects, whereas the number of dependents had negative influences. Likewise, reward characteristics such as fringe benefits, feedback, bonuses/commission, autonomy, career development and recognition positively influenced all performance measurements but counterproductive performance.

The Broad Impacts of Disposable Lighter Safety Regulations

AbstractThe Consumer Product Safety Commission’s regulation of disposable lighters was targeted at preventing injuries due to use of lighters by children not over 4 years of age. Based on a difference-in-differences analysis of national data for 1990–2019, this article estimates that the regulation reduced all injuries to the target population by 71%, burn injuries by 74%, and injuries severe enough to warrant admission to the hospital by 85% overall and by 84% for burn injuries. Unlike the counterproductive performance of safety cap regulations, this safety device enhanced safety levels in the target population group. The safety improvements from lighter safety devices outweigh any lulling effect of viewing products as being “childproof.” The regulation had a broader safety impact beyond the target population group, as it also reduced all types of injuries by at least 50% for children in the 5–17 age groups. Total annual risk reduction benefits were $940–$1465 million. A benefit-cost analysis based on a retrospective assessment of the regulation finds a more favorable impact than was anticipated.

Identifying and weighting of dimensions and indicators of individual job performance using fuzzy Delphi and fuzzy analytic hierarchy process techniques

PurposeThe purpose of the study was to identify and weight the dimensions and indicators of individual job performance (IJP).Design/methodology/approachTo identify dimensions and their measuring indicators, a literature review was conducted in PubMed, Embase™, ProQest, Scopus®, Web of Science™ and Google Scholar. Based on the results of the literature review and consensus among the research team, dimensions and measuring indicators were identified and an IJP framework was constructed. For weighting dimensions and indicators, fuzzy analytical hierarchy process (FAHP) and fuzzy Delphi technique (FDT) were conducted, respectively.FindingsBased on the results, the conceptual framework showed that IJP consisted of four dimensions as follows: task performance (TP), contextual performance (CP), counterproductive work behaviors (CWBs) and adaptive performance (AP). The results of FAHP showed that TP (0.358) had the highest weighting in measuring IJP. The weight of CWBs, CP and AP was 0.302, 0.244 and 0.096, respectively. The results showed that 102 indicators were identified to measure the dimensions. Using the FDT, 45 indicators were accepted and 57 were rejected. Of the accepted indicators, 12 indicators belonged to TP. In addition, 11, 12 and 10 belonged to CP, CWBs and AP, respectively.Research limitations/implicationsThe results of the article can be useful in research and practice and bridge the gap between theory and practice. In the research area, the researchers can use this model to develop questionnaires for evaluating IJP in all occupations. The researchers can choose the most effective dimensions or indicators in accordance with the corresponding occupation. Moreover, the results can be used in practice (economic and commercial impact), teaching, influencing public policy and helping to establish a more complete knowledge system.Originality/valueIn order to select dimensions and their measuring indicators, the work in the study took the unique approach to employ powerful decision-making methods combined with fuzzy methods to remove any ambiguity in opinions.

High-performance work systems (HPWS) and individual performance: The mediating role of commitment

ABSTRACT The success of current and future military operations not only depends significantly on the explicit, technical, and tactical knowledge of the military personnel who execute them but also on their attitudes and behavior, such as courage, commitment, and high levels of readiness. Thus, using a sample of 336 military personnel exclusively from the operational component of the Portuguese Navy (PON) force system, the first aim of this study was to analyze the relationship between the perception of HPWS and the three dimensions of organizational commitment (OC), i.e., affective (AC), normative (NC) and continuance commitment (CC). The second aim was to analyze the mediating role of the three dimensions of commitment in the relationship between HPWS and performance, i.e., task performance (TP), contextual performance (CP), and counterproductive performance (CPP). The results obtained through the analysis of structural equation models made it possible to support a positive and significant relationship between the HPWS and each of the dimensions of commitment. The results also indicated that the AC has a mediating effect on the relationship between HPWS and performance, fully in the case of CP and partially in TP. In CPP, we observed that there is an indirect effect of HPWS and this dimension of performance. The theoretical and practical implications of these results are discussed.

Psychological Capital Intrusion Towards Employee Performance and Counter Productive Behaviour

The research study inspects the construct of three factor model i.e. Psychological Capital (PC), Counter Productive Work Behaviour (CWB) and Employee Performance (EP). Questionnaire on cross-sectional basis distributed among 285 faculty members of eight public and private universities of KP, Pakistan. Confirmatory factor analyses (CFA), structure equation modelling (SEM), multiple regression and correlation statistical tools were utilized to analyze the data. All the hypotheses of the study were supported. Study depicts that PC significantly intervene towards controlling CWB that further leads towards better EP. Recommendation and future area of research were also incorporate in the study.

The Influence of Work Life Balance and Job Characteristics to Individual Work Performance: The mediating effect of Work Engagement

The focus of work performance measurement is only on task performance, however this concept has been developed to be a multidimensional construct and it is still needed to explore in order to get comprehensive information for employee developing program. The purpose of this study is to to elucidate the mediating role of work engagement (WE) in the complex relationship of multidimentional work performace within measures of work life balance and job characteristics. Data were collected from civil servants in Jakarta (N=300), using four scales to measure work performance; work engagement; work life balance; job characteristic and the hypotheses were tested using Structural Equation Model. The result showed that the structural model is supported by empirical data; The influence of work life balance to work performance and also from job characteristic to work performance, both are proven to be mediated by WE. With regarding the multidimensional construct, WE acts as a full mediator in the dimensions of task and contextual performances and as a partial mediator in the dimension of counter productive performance. Keywords: work engagement, mediator, work life balance, job characteristics and multidimensional work performance.

Effects of Honesty Test using Situational Judgment Test Format on Task Performance and counterproductive work behavior

The purposes of this research were 1) to identify criterion-related validity of the developed Honesty test using situation judgment test format and 2) to test mediating role of moral disengagement process including self-sanction. For these purpose, the situational judgment test measuring sub-constructs (i.e., sincerity, fairness, greed avoidance and modesty) of honesty-humility factor in HEXACO model(Lee & Ashton, 2004) was developed. eria(i.e., counterproductive work behavior, task performance and contextual performance). Total 365 employees(male, N=170, 46.58%; female, N=195, 53.42%) were used in the study. The Honesty test developed in the study included 24 items(i.e., 6 items for each 4 sub-constructs). The criterion-related validity analyses results showed that the Honesty test using situational judgment test format had significant correlations with counterproductive work behavior(r = -.49) and task performance(r = .39). The results of structural equation model revealed that the effects of honesty on counterproductive work behavior was mediated by moral disengagement process and the direct effect of honesty on counterproductive work behavior was also significant. Overall goodness of fit indexes of this model were favorable except for the chi-square value(χ2(32) = 50.44, p = .0202, CFI = .990, TLI = .986, RMSEA = .040). Limitations of the study and directions for future study were discussed.

A Model for Tour Guide Performance

ABSTRACT Tourism literature currently lacks a cohesive framework for tour guide performance. Using qualitative interviews gleaned from Jordanian tour guides, this study introduces an integrative model for tour guide performance that expands upon the current literature in job performance. By focusing on three areas: task, citizenship, and counterproductive performance, a variety of tour-guide specific behaviors were identified and categorized thematically under these patterned types of work performance. This study advances the academic understanding of the field and provides future directions for systematic tourism research. Practical implications for enhancing tour guides’ professionalism are also provided.

The fish rots from the head down: a test of the trickle-down model of abusive supervision

Purpose A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This study aims to understand negative behaviours in the organization as a system of interrelated interaction initiated from the top which trickles down to employees. Design/methodology/approach Drawing on the theories of social exchange and norms of reciprocity, social learning and displaced aggression, this study models how and when abusive supervision relates to employees’ task performance. The model is empirically tested and extended to cover mediation and moderation processes. Drawing data from 218 bank supervisors and employees, this study uses the structural equation modelling to analyse a trickle-down model of abusive supervision. Findings Results from multi-waved, multi-sourced data indicated a mediating effect on the abusive supervision–performance relationships and provided support for employees’ guilt proneness and emotional dissonance as moderators. Overall, the results provided support for a moderated mediation relationship in the trickle-down model. Originality/value This study provides new knowledge into the potential boundary conditions of employees’ guilt proneness and emotional dissonance in affecting the relationship between abusive supervision, counterproductive work behaviour and task performance.

The Effect of Emotional Intelligence of Operational Team Leaders on the Performance of Team Members

This study is aimed at identifying the effect of emotional intelligence with its dimensions (self-awareness, self-regulation, empathy, motivation, and social skills) on the performance of working teams with its dimensions (task performance, contextual performance, and counterproductive performance) among employees on the operational lines of industrial companies operating in the Jordanian city of Sahab. The analysis is limited to employees in those companies, and the questionnaire is used as a data collection tool, taking a simple random sample to represent the study population. In addition to the analysis of 216 questionnaires, the SPSS program is used as a data analysis tool in the study. The study emphasizes the importance of emotional intelligence dimensions for operational team leaders, especially motivation and social skills dimensions because they have a higher effect on the task performance and contextual performance levels, while all dimensions of emotional intelligence have a negative effect on counterproductive performance for operational team members.

Operationalizing Employee Performance: A Literature Review

Employee Performance has evolved from being a unidimensional construct to encompass broader multidimensional aspects (like Task, Contextual, and Counterproductive performance) over the past four decades. However, a read through the performance literature is in no way less than wading through muddied waters with different authors trying to conceptualize and operationalize the various performance dimensions in myriad ways. While some of the constructs defined in the process are distinct from each other in their seminal definitions and taxonomy, others seem to be quite overlapping and confusing. While chronicling the journey of evolution of the performance construct, this paper attempts to clearly document the various dimensions of performance and compare and highlight the differences and overlaps between operationalization of these dimensions.

Perceived Overqualification, Counterproductive Performance and the Moderating Role of Ambition

The mediating influence of relative deprivation in the relationship between perceived overqualification and counterproductive performance is often invoked but rarely empirically tested. In addition...

Investigating the effects of cultural-mindset priming on evaluation of job performance behaviors

Recent reviews of performance evaluation process and practices indicate that there is substantial variability in the structure and formalization of performance evaluations in organizations across cultures and call for further exploration of the role of cultural variables on the performance evaluation process. In the current study, we use self-construal priming procedures to evaluate the effects of cultural mindset on the performance evaluation process. Specifically, the effects of independent (individualistic) and interdependent (collectivistic) mindset priming on relative importance given to performance behaviors when making judgments of overall job performance was investigated. Participants first completed either independent (n = 87) or interdependent (n = 87) priming tasks by circling either I/me/my or we/us/our in a paragraph of text. Following this, they completed a managerial role-play exercise in which they read employee performance vignettes (manipulated on task, citizenship and counterproductive performance behaviors) and rated the overall performance of each employee. Rater policies were captured using regression analyses and relative weights placed on each performance behavior were computed. Results suggest that when making judgments of overall performance, as compared to raters primed with interdependence, raters primed with independence placed less weight on citizenship behaviors and higher weights on counterproductive performance behaviors. No significant differences were observed in the weights placed on task performance behaviors. Study limitations and implications for research are discussed.

How and when LMX quality relates to counterproductive performance

Purpose In spite of the recent meta-analysis by Martin et al. (2016), we have very little insight about the theoretical mechanism explaining the leader–member exchange–counterproductive work behavior (LMX–CWB) relationship. Drawing on social cognitive theory, the purpose of this paper is to test if occupational self-efficacy functions as a mediating mechanism to explain the relationship between LMX quality and counterproductive performance directed toward the supervisor. In addition, based on the conservation of resources theory, the paper investigates if supervisor–subordinate relationship tenure acted as a second-stage moderator of this mediated relationship. Design/methodology/approach The authors used two-wave time-lagged data from a sample of 189 high-tech professionals to test the hypotheses, controlling for age, sex, and trust. Findings The results of this paper showed that occupational self-efficacy carried the effect of LMX quality on counterproductive performance, but only for workers who have longer supervisor–subordinate relationship tenure. Originality/value This paper is unique in proposing and testing a social cognitive mechanism to explain the relationship between LMX quality and counterproductive performance. As Johns (2017) advocated, the authors incorporated length of time, a contextual variable into this study by investigating supervisor–subordinate relationship tenure as moderating the proposed mediated relationship.

Emotional Labor Predicts Service Performance Depending on Activation and Inhibition Regulatory Fit

When service providers regulate their moods and expressions (i.e., deep acting and surface acting), are they better performers? Drawing on the framework of activation-inhibition regulatory systems and regulatory fit, we propose (a) that deep acting represents an activation-oriented regulation strategy and surface acting, an inhibition-oriented regulation strategy; (b) that these strategies have separate pathways to desirable performance (i.e., affective delivery) and counterproductive performance (i.e., service sabotage), respectively; and (c) that performance is optimized when momentary regulation strategies are aligned with activation- and inhibition-oriented traits. Empirically, across two studies, we employ a multilevel approach (i.e., within- and between-person), a multisource approach (i.e., self, coworker, customer), and a multicontext approach (i.e., banks and restaurants) to test regulatory fit as applied to emotional labor. In two studies, we support separate activation and inhibition pathways, plus regulatory fit, in that deep acting is beneficial to affective delivery for those higher in two activation traits—namely, extraversion and openness—and that surface acting predicts service sabotage for those lower in an inhibition trait: conscientiousness. We empirically rule out mood as the explanation for these effects, propose future research to apply regulatory fit to other outcomes and contexts, and suggest practical implications for services.

From Motivation to Activation: Why Engaged Workers are Better Performers

The purpose of this study was to investigate the relationship between work engagement and multiple dimensions of employee performance, as mediated by open-mindedness. Survey data were obtained from 186 employees of a food processing plant and the findings were cross-validated in an independent convenience sample (N = 308). SEM analyses revealed that the more engaged the employees were, the more they displayed extra-role and in-role performance. As expected, these associations were partially mediated by open-mindedness. Results were ambiguous for counterproductive performance showing a direct negative relation between engagement and counter productivity, and an indirect, positive relation through open-mindedness. With its systematic look at the relation between engagement and multiple indicators of performance, the current study shows why it is important for both employers and employees to invest in engaged employees: there is a relationship with better performance which can partly be explained by the fact that engagement is associated with open-mindedness. This may help to inform organizations under what circumstances engagement leads to positive or negative forms of performance. Vice versa, a decrease in the multiple indicators of performance may signal organizations to look after their employees' mental health, i.e., engagement. This is one of the first studies to include multiple dimensions of employee performance in relation to work engagement. Moreover, it is one of the first studies that focus on the underlying psychological process that might explain for this relationship.

Precarious curve ahead: The effects of forced distribution rating systems on job performance

The forced distribution rating system (FDRS) is frequently used to appraise an employee's performance. The purpose of this paper is to synthesize theory and empirical research to present an integrative model for understanding the potential benefits and risks of a FDRS on the three components of job performance: task, citizenship, and counterproductive performance. A FDRS may lead to higher task performance in the relatively short-term, as it initially motivates effort as well as helps attract and retain top talent. Caution is in order, however, as a FDRS may also lead to lower citizenship performance and higher counterproductive performance through injustice perceptions and dysfunctional competition. Over time, the risks of a FDRS on job performance may increasingly outweigh initial benefits, particularly under certain task (interdependence) and group (cultural) characteristics. Implications of a FDRS for human resource management research and practice are discussed.

Do career satisfaction and support mediate the effects of justice on organizational citizenship behaviour and counterproductive work behaviour?

AbstractFollowing Lavelle, Rupp, and Brockner's () target similarity framework, we propose that perceptions of support and career satisfaction mediate the influence of justice perceptions on citizenship and counterproductive performance. Structural equation modelling results from 356 employees supporting partial mediation. Collectively, the model explained 19% of the variance in perceptions of organizational support, 44% in perceived supervisor support, 33% in career satisfaction, 35% in citizenship performance directed toward the supervisor, 42% in citizenship performance directed toward the organization, 49% in job/task conscientiousness citizenship performance, 9% in counterproductive performance toward the supervisor, and 20% of the variance in counterproductive performance directed toward the organization. We argue that distributive, procedural, informational, and interpersonal dimensions of organizational justice follow different pathways and variously influence organizational outcomes. We discuss the implications of the results for the target similarity framework and more generally for human resources management. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.