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Counterproductive work behavior

counter productive work behavior, counter productive work behavior examples
Counterproductive work behavior CWB is employee behavior that goes against the legitimate interests of an organization These behaviors can harm organizations or people in organizations including employees and clients, customers, or patients It has been proposed that a person-by-environment interaction can be utilized to explain a variety of counterproductive behaviors For instance, an employee who is high on trait anger tendency to experience anger is more likely to respond to a stressful incident at work being treated rudely by a supervisor with CWB

Some researchers use the CWB term to subsume related constructs that are distinct Workplace deviance is behavior at work that violates norms for appropriate behavior Retaliation consists of harmful behaviors done by employees to get back at someone who has treated them unfairly Workplace revenge are behaviors by employees intended to hurt another person who has done something harmful to them Workplace aggression consists of harmful acts that harm others in organizations

Contents

  • 1 Dimensional models
  • 2 Dimensions
    • 21 Absenteeism
    • 22 Abuse against others
    • 23 Bullying
    • 24 Cyber loafing
    • 25 Incivility
    • 26 Lateness
    • 27 Production deviance
    • 28 Sabotage
    • 29 Sexual harassment
    • 210 Substance abuse
    • 211 Theft
    • 212 Turnover
    • 213 Withdrawal
  • 3 Notable behavior exclusions
  • 4 Organizational citizenship behavior
  • 5 Current research topics and trends
  • 6 Correlates, predictors, moderators and mediators
    • 61 Affect
    • 62 Age
    • 63 Cognitive ability
    • 64 Emotional intelligence
    • 65 Interpersonal conflict
    • 66 Organizational constraints
    • 67 Organizational justice
    • 68 Personality
      • 681 Narcissisism
      • 682 Psychopathy
      • 683 Self-control
      • 684 Target personality
  • 7 Peer reporting
  • 8 Managing strategies
    • 81 Information technology
  • 9 See also
  • 10 References
  • 11 Further reading
    • 111 Books
    • 112 Academic papers
  • 12 External links

Dimensional models

Several typologies of CWB exist

Using the term deviance behavior that violates accepted norms, Robinson and Bennett created a four-class typology of CWBs divided the CWBs into the following dimensions:

  1. production deviance, involving behaviors like leaving early, intentionally working slow, or taking long breaks;
  2. property deviance, involving sabotage of equipment, theft of property, and taking kickbacks;
  3. political deviance, involving showing favoritism, gossiping, or blaming others; and,
  4. personal aggression, involving harassment, verbal abuse, and endangerment

A five dimension typology of CWB

  1. abuse against others;
  2. production deviance;
  3. sabotage;
  4. theft; and
  5. withdrawal

An 11 dimension typology of CWB

  1. theft of property;
  2. destruction of property;
  3. misuse of information;
  4. misuse of time and resources;
  5. unsafe behavior;
  6. poor attendance;
  7. poor quality of work;
  8. alcohol use;
  9. drug use;
  10. inappropriate verbal action; and
  11. inappropriate physical action

A two-dimensional model of CWBs distinguished by organizational versus person target has gained considerable acceptance Additional dimensions have been proposed for research purposes, including a legal v illegal dimension, a hostile v instrumental aggression dimension, and a task-related v a non-task-related dimension CWBs that violate criminal law may have different antecedents than milder forms of CWBs Similarly, instrumental aggression ie, aggression with a deliberate goal in mind may have different antecedents than those CWBs caused by anger

Dimensions

Absenteeism

Main article: Absenteeism

Absenteeism is typically measured by time lost number of days absent measures and frequency number of absence episodes measures It is weakly linked to affective predictors such as job satisfaction and commitment Absences fit into two types of categories Excused absences are those due to personal or family illness; unexcused absences include an employee who does not come to work in order to do another preferred activity or neglects to call in to a supervisor Absence can be linked to job dissatisfaction Major determinants of employee absence are employee affect, demographic characteristics, organizational absence culture, and organization absence policies Absence due to non-work obligations is related to external features of a job with respect to dissatisfaction with role conflict, role ambiguity, and feelings of tension Absences due to stress and illness are related to internal and external features of the job, fatigue and gender Research has found that women are more likely to be absent than men, and that the absence-control policies and culture of an organization will predict absenteeism

Abuse against others

Physical acts of aggression by members of an organization, committed in organizational settings are considered as workplace violence While most researchers examine overall workplace aggression, there is a line of research that separates workplace aggression according to its targets, whether interpersonal or organizational In this model of workplace aggression, trait anger and interpersonal conflict have been found to be significant predictors of interpersonal aggression, while interpersonal conflict, situational constraints, and organizational constraints have been found to be predictors of organizational aggression Other factors significantly linked to aggression are sex and trait anger, with men and individuals with higher levels of trait anger showing more aggressive behaviors

Bullying

Main article: Workplace bullying

Workplace bullying consists of progressive and systematic mistreatment of one employee by another It may include verbal abuse, gossiping, social exclusion, or the spreading of rumors The terms 'bullying' and 'mobbing' are sometimes used interchangeably, but 'bullying' is more often used to refer to lower levels of antisocial behavior that do not include workgroup participation The costs of bullying include losses in productivity, higher absenteeism, higher turnover rates, and legal fees when the victims of bullying sue the organization Reported incidence of bullying is ambiguous with rates being reported from under 3% to over 37% depending on the method used to gather incidence statistics The strongest factor predicting bullying behavior seems to be exposure to incidents of bullying This suggests that bullying is a cascading problem that needs to be curtailed in its earliest stages In addition to exposure to incidents of bullying, being male also seems to increase the likelihood that one will engage in bullying behavior It is proposed that the human resources function can provide guidance in the mitigation of bullying behavior by taking an active role in identifying and stopping the behaviors

Cyber loafing

Main article: Cyber loafing

Cyber loafing can be defined as surfing the web in any form of non-job- related tasks performed by the employee Cyber loafing has emerged as more and more people use computers at work One survey showed that 64% of US workers use the internet for personal tasks at work It has been suggested that cyber-loafing is responsible for a 30–40% decrease in employee productivity and was estimated to have cost US business $53 billion in 1999

Incivility

Main article: Workplace incivility

Workplace incivility is disrespectful and rude behavior in violation of workplace norms for respect" The effects of incivility include increased competitiveness, increases in sadistic behavior, and inattentiveness A study of cyber incivility showed that higher levels of incivility are associated with lower job satisfaction, lower organizational commitment, and higher turnover rates Two factors that seem to be associated with becoming a victim of incivility are low levels of agreeableness and high levels of neuroticism Affective Events Theory suggests that individuals who experience more incidents of incivility may be more sensitive to these behaviors and therefore more likely to report them

Lateness

Lateness is described as arriving at work later or leaving earlier than required Problems associated with lateness include compromised organizational efficiency Tardy and late employees responsible for critical tasks can negatively affect organizational production Other workers may experience psychological effects of the tardy employee including morale and motivational problems as they attempt to "pick up the slack" Other employees may begin to imitate the example set by the behavior of tardy employees Lateness costs US business more than $3 billion annually

Production deviance

Production deviance is ineffective job performance that is done on purpose, such as doing tasks incorrectly or withholding of effort Such behaviors can be seen in disciplinary actions and safety violations

Sabotage

Employee sabotage are behaviors that can "damage or disrupt the organization's production, damaging property, the destruction of relationships, or the harming of employees or customers" Research has shown that often acts of sabotage or acts of retaliation are motivated by perceptions of organizational injustice and performed with the intention of causing harm to the target

Sexual harassment

Main article: Sexual harassment

Sexual harassment is defined as "unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact when a submission to the conduct by the employee is either explicitly or implicitly a term or condition of an individual's employment, b submission to or rejection of such conduct by an individual is used as a basis for employment decisions affecting the individual and/or c such conduct has the purpose or effect of unreasonably interfering with work performance, or creating an intimidating, hostile or offensive working environment" Equal Employment Opportunity Commission, 1980

Substance abuse

Substance abuse by employees at work is a problem that can have an effect on work attendance, performance, and safety and can lead to other injuries outside of work and health problems

Theft

Employee theft is defined as employees taking things not belonging to them from an organization Employee theft is estimated to account for billions of dollars of loss globally each year, with employees accounting for more theft than customers This may include large embezzlements or the pilfering of pencils and paperclips, but the losses in the aggregate are substantial At least one study suggests that 45% of companies experience financial fraud, with average losses of $17 million Factors such as Conscientiousness have been shown to be negatively related to theft behaviors Many organizations use integrity tests during the initial screening process for new employees in an effort to eliminate those considered most likely to commit theft Causes of employee theft include characteristics of the individual and environmental conditions such as frustrating and unfair working conditions

Turnover

Main article: Turnover employment

Turnover is when employees leave the organization, either voluntarily quitting or involuntarily being fired or laid off Research on voluntary employee job turnover has attempted to understand the causes of individual decisions to leave an organization It has been found that lower performance, lack of reward contingencies for performance, and better external job opportunities are the main causes Other variables related to turnover are conditions in the external job market and the availability of other job opportunities, and length of employee tenure Turnover can be optimal as when a poorly performing employee decides to leave an organization, or dysfunctional when the high turnover rates increase the costs associated with recruitment and training of new employees, or if good employees consistently decide to leave Avoidable turnover is when the organization could have prevented it and unavoidable turnover is when the employee's decision to leave could not be prevented

Withdrawal

Employee withdrawal consists of behaviors such as absence, lateness, and ultimately job turnover Absence and lateness has attracted research as they disrupt organizational production, deliveries and services Unsatisfied employees withdraw in order to avoid work tasks or pain, and remove themselves from their jobs Withdrawal behavior may be explained as employee retaliation against inequity in the work setting Withdrawal may also be part of a progressive model and relate to job dissatisfaction, job involvement, and organizational commitment

See also: Employee engagement § Disengagement

Notable behavior exclusions

CWBs are "active and volitional acts engaged in by individuals, as opposed to accidental or unintentional actions" CWBs, therefore do not include acts that lack volition, such as the inability to successfully complete a task Nor do CWBs include involvement in an accident, although purposeful avoidance of the safety rules that may have led to the accident would represent a CWB

The US Department of Health and Human Services 2002 estimates the cost of accidents to organizations to be $145 million annually Most research on this topic has attempted to evaluate characteristics of the workplace environment that lead to accidents and determination of ways to avoid accidents There has also been some research on the characteristics of accident-prone employees that has found they are typically younger, more distractible, and less socially adjusted than other employees Recent research has shown that an organization's safety climate has been associated with lower accident involvement, compliance with safety procedures, and increased proactive safety behaviors

Another set of behaviors that do not fit easily into the accepted definition of CWBs, are those described as unethical pro-organizational behaviors UPBs UPBs represent illegitimate means intended to further the legitimate interests of an organization UPBs are not necessarily intended to harm the organization, although the UPBs may result in adverse consequences to the organization, such as a loss of trust and goodwill, or in criminal charges against the organization In law enforcement, UPBs are exhibited in a form of misconduct called Noble Cause Corruption Noble Cause Corruption occurs when a police officer violates the law or ethical rules in order to reduce crime or the fear of crime An example of Noble Cause Corruption is testilying, in which a police officer commits perjury to obtain the conviction of a supposed criminal UPBs have not received the same attention from researchers that CWBs have received

Organizational citizenship behavior

Main article: Organizational citizenship behavior

Counterproductive work behavior and organizational citizenship behavior OCB, which consists of behaviors that help organizations but go beyond required tasks, have been studied together and are generally found to be related in that individuals who do one are unlikely to do the other

Current research topics and trends

By definition, counterproductive work behaviors are voluntary acts that are detrimental to an organization They have important implications for the well-being of an organization Theft alone is estimated to cause worldwide losses in the billions of dollars each year These estimated losses do not include losses from other sources, nor do they consider the fact that many losses attributable to CWBs go undetected

The consequences of CWBs and their persistence in the workplace have led to increased attention being given to the study of such behaviors Current trends in industrial organizational psychology suggest a continuing increase in the study of CWBs Research into CWBs appears to fall into three broad categories: 1 classification of CWBs; 2 predicting counterproductive behaviors; and 3 furthering the theoretical framework of CWBs

A review of peer reviewed journals following this article shows the broad interest in CWBs A brief list of noted journals includes The International Journal of Selection and Assessment, The Journal of Applied Psychology, Computers in Human Behavior, Personality and Individual Differences, Occupational Health Psychology, Human Resource Management Review, Military Justice, Criminal Justice Ethics, European Journal of Work and Organizational Psychology, and International Journal of Nursing Studies The variety of journals reporting in the area of CWBs reflects the breadth of the topic and the global interest in studying these behaviors

Researchers use many sources in attempting to measure CWBs These include potentially subjective measures such as self-reports, peer reports, and supervisor reports More objective methods for assessing CWBs include disciplinary records, absentee records, and job performance statistics Each of these methods present potential problems in the measurement of CWBs For example, self-reports always have the potential for bias with individuals trying to cast themselves in a good light Self-reports may also cause problems for researchers when they measure what an incumbent 'can-do' and what an incumbent 'will-do' Peer and supervisor reports can suffer from personal bias, but they also suffer from lack of knowledge of the private behaviors of the job incumbent whose behavior is being studied Archival records suffer from lack of information about the private behaviors of incumbents, providing instead information about instances where incumbents are caught engaging in CWBs Some researchers have proposed a differential detection hypothesis which predicts that there will be discrepancies between reports of detected CWBs and other reports of CWBs

The lack of accurate measures for CWBs jeopardizes the ability of researchers to find the relationships between CWB and other factors they are evaluating The primary criticism of research in CWBs has been that too much of the research relies on a single-source method of measurement relying primarily on self-reports of counterproductive work behavior Several studies have therefore attempted to compare self-reports with other forms of evidence about CWBs These studies seek to determine whether different forms of evidence converge, or effectively measure the same behaviors Convergence has been established between self-reports and peer and supervisor reports for interpersonal CWBs but not organizational CWBs This finding is significant because it promotes the ability of researchers to use multiple sources of evidence in evaluating CWBs

Correlates, predictors, moderators and mediators

Affect

Main article: Affect psychology

Affect or emotion at work, especially the experience of negative emotions like anger or anxiety, predict the likelihood of counterproductive work behaviors occurring Affective personality traits, the tendency for individuals to experience emotions, can also predict CWB For example, employees with high negative affectivity, the tendency to experience negative emotions, typically display more counterproductive work behaviors than those with positive affectivity, the tendency to experience positive emotions

Age

Age appears to be an important factor in predicting CWBs While age does not appear to be strongly related to core task performance, creativity, or performance in training, it does appear to be positively related to organizational citizenship behaviors and negatively related to CWBs Older employees seem to exhibit less aggression, tardiness, substance abuse, and voluntary absenteeism although sickness related absenteeism is somewhat higher than younger employees Some researchers argue that the lower rate of CWBs may be due to better self-regulation and self-control

Cognitive ability

Research into the relationship between cognitive ability and CWBs is contradictory When CWBs are operationalized as disciplinary records of detected CWBs, a strong negative relationship between cognitive ability has been found This relationship did not hold, however, when cognitive ability was operationalized as educational attainment A longitudinal study of adolescents through young adulthood found that, among those individuals who exhibited conduct disorders as youths, high levels of cognitive ability were associated with higher levels of CWBs, a positive relationship Other research has found that general mental ability is largely unrelated to self-reports of CWBs including theft although a weak link to incidents of lateness was detected In the same study, grade point average showed a stronger relationship to CWBs Contradictions in the findings may be explained in the differential effects between measures of cognitive ability and self-reported versus detected incidents of CWBs

Emotional intelligence

Main article: Emotional intelligence

Emotional intelligence EI has been defined as the ability to identify and manage emotional information in oneself and others and focus energy on required behaviors The factors making up EI include:

  1. appraisal and expression of emotion in self
  2. appraisal and recognition of emotions in others
  3. regulation of emotions, and
  4. use of emotions

To the extent that EI includes the ability to manage emotions, it can be expected that it will have an influence on CWBs similar to that found for self-control Research in this area is limited, however, one study looking for the moderating effects of EI on the relationships between distributive justice, procedural justice, and interactional justice failed to find a significant moderating effect in any of these relationships

Interpersonal conflict

Main article: Interpersonal conflict

Interpersonal conflict in the workplace can also lead to counterproductive work behaviors Interpersonal conflict with the supervisor can lead to counterproductive work behaviors such as defiance, undermining, and colluding with coworkers to engage in deviant behavior Interpersonal conflict with peers can lead to counterproductive work behaviors such as harassment, bullying, and physical altercations

Organizational constraints

Organizational constraints, the extent to which conditions at work interfere with job tasks, has been shown to relate to CWB so that jobs with high constraints have employees who engage in CWB Not only do constraints lead to CWB, but CWB can lead to constraints Employees who engage in CWB can find that constraints increase over time

Organizational justice

Main article: Organizational justice

Organizational justice or fairness perceptions have been shown to influence the display of counterproductive work behaviors Distributive justice, procedural justice, and interactional justice have all been shown to include both counterproductive work behaviors aimed at individuals, such as political deviance and personal aggression; and counterproductive work behaviors aimed at the organization, such as production slowdown and property deviance

Overall perceptions of unfairness may particularly elicit interpersonal counterproductive work behaviors such as political deviance and personal aggressions Interpersonal justice and informational justice may also predict counterproductive work behaviors aimed at the supervisor, such as neglecting to follow supervisory instructions, acting rudely toward one's supervisor, spreading unconfirmed rumors about a supervisor, intentionally doing something to get one's supervisor in trouble, and encouraging coworkers to get back at one's supervisor

Personality

Personality is a predictor of an employee's proclivity toward counterproductive work behaviors With regard to the Big Five personality traits: conscientiousness, agreeableness, extroversion and openness to experience all predict counterproductive behaviors When an employee is low in conscientiousness, counterproductive work behaviors related to the organization are more likely to occur Employees who are low in agreeableness will exhibit counterproductive work behaviors related to interpersonal deviant behaviors Furthermore, in terms of greater specificity, for employees low in conscientiousness, sabotage and withdrawal are more likely to occur For employees low in extraversion, theft is likely to occur Finally, for employees high in openness to experience, production deviance is likely to occur

Narcissisism

Main article: Narcissism in the workplace

Employees with narcissistic personalities tend to exhibit more counterproductive work behaviors, especially when the workplace is stressful

Psychopathy

Main article: Psychopathy in the workplace

Boddy suggests that because of abusive supervision by corporate psychopaths, large amounts of anti-corporate feeling will be generated among the employees of the organisations that corporate psychopaths work in This should result in high levels of counterproductive behaviour as employees give vent to their anger with the corporation, which they perceive to be acting through its corporate psychopathic managers in a way that is eminently unfair to them

Self-control

Main article: Self-control

Self-control has been evaluated as a significant explanation of CWBs Like, conscientiousness, self-control, or internal control, is seen as a stable individual difference that tends to inhibit deviant behaviors The identification of self-control as a factor in deviant behaviors flows from work in criminology, where self-control is seen as the strength of one's ability to avoid short-term gain for long-term costs Using multiple regression analysis, one study compared the effects of 25 characteristics including self-control, justicial factors, equity factors, positive affect, levels of autonomy, and a variety of other individual characteristics on CWBs The study showed that self-control was the best predictor of CWBs and that most of the other factors had negligible predictive value Cognitive ability and age were among the remaining factors that showed some effect These additional findings are consistent with research that tends to show older employees exercise a greater level of self-control

Target personality

One line of research in CWBs looks not at the instigators of CWBs, but the victims' provocative target behavior, or the behaviors of the victims of CWBs, which are seen as potential mediating factors in the frequency and intensity of CWBs originated against them This line of research suggests that low levels of Agreeableness and Conscientiousness, and high levels of Neuroticism, in the victims of CWBs may lead to more incidents of CWBs, like incivility Affective Events Theory has been used to explain that some individuals report being the victim of incivility more often because they are more sensitive to it than other workers

Peer reporting

Normative behavior within organizations tends to discourage workers from reporting the observed CWBs of their peers, although this tendency can be reduced when a group is punished for the CWBs of individual members There are three factors that seem to be most influential on peer reporting of CWBs: the emotional closeness between the person exhibiting the CWBs and the person observing the CWBs; the severity of the misconduct observed, and the presence of witness Peers are more likely to report the CWBs of colleagues when the conduct is severe, or when there are other witnesses present, and less likely to report CWBs when they are emotionally close to the person committing the CWBs A key problem in the use of peer reports of CWBs instead of self-reports of CWBs is that peer reports only capture observed behaviors and are not able to identify CWBs committed secretly

Managing strategies

A substantial body of research has demonstrated that stable characteristics of individuals are associated with the likelihood of CWBs Some examples of stable characteristics that have been demonstrated to have relationships with CWBs include Conscientiousness and Agreeability, motivation avoidance, cognitive ability, and self-control To the extent that these stable conditions predict CWBs, reduction of CWBs in an organization can begin at the recruitment and selection phase of new employees

Integrity screening is one common form of screening used by organizations as is cognitive ability screening Personality testing is also common in screening out individuals who may have a higher incidence of CWBs Work samples have been found to be a more effective screening tool than integrity testing alone, but integrity testing and cognitive testing together are even better screening tools While the use of screening instruments may be an imperfect decision-making tool, the question often facing the recruitment officer is not whether the instrument is perfect, but whether, relative to other available screening tools, the screening tool is functional

However, organizations must do more than screen employees in order to successfully manage CWBs Substantial research has demonstrated that CWBs arise out of situational factors that occur in the day-to-day operations of an organization, including organizational constraints, lack of rewards, illegitimate tasks, interpersonal conflicts, and lack of organizational justice Research has shown that individuals who are treated unfairly are more likely to engage in CWBs One major step that organizations can take to reduce the impetus for CWBs is therefore to enhance organizational justice Maintaining communications and feedback, allowing participation of employees, and supervisory training are other suggestions for mitigating CWBs Organizations must also pay close attention to employees for signs and sources of interpersonal conflicts so that they can be identified and tended to as necessary

Combating CWBs comes with some costs, including the costs of selection, monitoring, and implementing preventive measures to reduce triggers for CWBs Before undertaking costly measures to reduce CWBs, it may be worthwhile for an organization to identify the costs of CWBs If the cost-benefit analysis does not show a savings, then the organization must decide whether the battle against CWBs is worth fighting As part of this consideration, the organization should be aware that at least one set of researchers suggest that production deviance withholding effort and withdrawal can be a benefit to employees by allowing them to relieve tension in certain circumstances

Information technology

The increasing use of the Internet in the workplace is making it easier for workers to steal time and engage in counter productive work behavior Stealing from the workplace can be through the unauthorized use of a work computer or network The aforementioned type of theft is known as time and resource theft As social media and gaming sites become more popular, time and resources theft does as well Companies may use sniffers to monitor their network Sniffers monitor network traffic, evaluate network capacity, and can be used to reveal evidence of improper use Some companies go further than sniffers and use software which allows companies to block and monitor websites that they deem undesirable

See also

  • Cognitive resource theory
  • Cyberslacking
  • Employee silence
  • Industrial and organizational psychology
  • Machiavellianism in the workplace
  • Malicious compliance
  • Occupational burnout
  • Passive–aggressive behavior
  • Procrastination
  • Workplace harassment

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  49. ^ a b Levy, T; Tziner, A 2011 "When destructive deviance in the workplace becomes a liability: A decisional behavioral model" Quality & Quantity: International Journal of Methodology 45 1: 233–239 doi:101007/s11135-009-9277-0 
  50. ^ Dalal, R S 2005 "A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior" Journal of Applied Psychology 90 6: 1241–1255 doi:101037/0021-90109061241 PMID 16316277 
  51. ^ a b c d Devonish, D; Greenidge, D 2010 "The effect of organizational justice on contextual performance, counterproductive work behaviors, and task performance: Investigating the moderating role of ability-based emotional intelligence" International Journal of Selection and Assessment 18 1: 75–86 doi:101111/j1468-2389201000490x 
  52. ^ a b Roberts, B W; Harms, P D; Caspi, A; Moffitt, T E 2007 "Predicting the counterproductive employee in a child-to-adult prospective study" Journal of Applied Psychology 92 5: 1427–1436 doi:101037/0021-90109251427 PMID 17845095 
  53. ^ Oppler, E S; Lyons, B D; Ricks, D A; Oppler, S H 2008 "The relationship between financial history and counterproductive work behavior" International Journal of Selection and Assessment 16 4: 416–420 doi:101111/j1468-2389200800445x 
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  57. ^ a b Fox, S; Spector, P E; Goh, A; Bruursema, K 2007 "Does your coworker know what you're doing Convergence og self- and peer-reports of counterproductive work behavior" International Journal of Stress Management 14 1: 41–60 doi:101037/1072-524514141 
  58. ^ a b c d e Fox, S; Spector, P E; Goh, A; Bruursema, K 2007 "Does your coworker know what you're doing Convergence of self- and peer-reports of counterproductive work behavior" International Journal of Stress Management 14 1: 41–60 doi:101037/1072-524514141 
  59. ^ a b c d e f Marcus, B; Wagner, U; Poole, A; Powell, D M; Carswell, J 2009 "The relationship of GMA to counterproductive work behavior revisited" European Journal of Personality 23 6: 489–507 doi:101002/per728 
  60. ^ a b De Jonge, J; Peeters, M C W 2009 "Convergence of self-reports and coworker reports of counterproductive work behavior: A cross-sectional multi-source survey among health care workers" International Journal of Nursing Studies 46 5: 699–707 doi:101016/jijnurstu200812010 PMID 19185863 
  61. ^ Richards, David A; Schat, Aaron C H 2011 "Attachment at not to work: Applying attachment theory to explain individual behavior in organizations" Journal of Applied Psychology 96 1: 169–82 doi:101037/a0020372 PMID 20718531 
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  77. ^ a b Curphy, G J; Gibson, F W; Macomber, G; Calhoun, C J; Wilbanks, L A; Burger, M J 1998 "Situational factors affecting peer reporting intentions at the U S Air Force Academy: A scenario-based investigation" Military Psychology 10 1: 27–43 doi:101207/s15327876mp1001_3 
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  80. ^ Semmer, N K; Tschan, F; Meier, L L; Facchin, S; Jacobshagen, N 2010 "Illegitimate tasks and counterproductive work behavior" Applied Psychology: An International Review 59 1: 70–96 doi:101111/j1464-0597200900416x 
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Further reading

Books

  • Durando, M W, It's good to be bad: potential benefits of counterproductive work behavior 2007
  • Enns, J R, The roles of realistic conflict and relative deprivation 2006
  • Fox, S, Spector PE Counterproductive work behavior: investigations of actors and targets 2005
  • Hunter, E M, Confessions of a disgruntled waiter: counterproductive work behavior in the service industry 2006
  • Tucker, J S, The multilevel effects of occupational stress on counterproductive work behavior: a longitudinal study in a military context 2005
  • Vincent, R C, Workplace integrity: an examination of the relationship among personality, moral reasoning, academic integrity and counterproductive work behavior 2007

Academic papers

  • O'Brien, Kimberly E; Allen, Tammy D January 2008 "The Relative Importance of Correlates of Organizational Citizenship Behavior and Counterproductive Work Behavior Using Multiple Sources of Data" Human Performance 21 1: 62–88 doi:101080/08959280701522189 
  • Bayram, Nuran; Gursakal, Necmi; Bilgel, Nazan 2009 "Counterproductive Work Behavior Among White-Collar Employees: A study from Turkey" International Journal of Selection and Assessment 17 2: 180–8 doi:101111/j1468-2389200900461x 
  • Bolton, Lamarcus R; Becker, Liesl K; Barber, Larissa K 2010 "Big Five trait predictors of differential counterproductive work behavior dimensions" Personality and Individual Differences 49 5: 537–41 doi:101016/jpaid201003047 
  • Bowling, N A; Eschleman, K J 2010 "Employee personality as a moderator of the relationships between work stressors and counterproductive work behavior" Journal of occupational health psychology 15 1: 91–103 doi:101037/a0017326 PMID 20063961 
  • Bowling, Nathan A; Gruys, Melissa L 2010 "Overlooked issues in the conceptualization and measurement of counterproductive work behavior" Human Resource Management Review 20: 54–61 doi:101016/jhrmr200903008 
  • Bowling, Nathan; Burns, Gary; Beehr, Terry 2010 "Productive and Counterproductive Attendance Behavior: an Examination of Early and Late Arrival to and Departure from Work" Human Performance 23 4: 305–22 doi:101080/089592852010501048 
  • Bruursema, Kari October 2007 How individual values and trait boredom interface with job characteristics and job boredom in their effects on counterproductive work behavior Doctoral Thesis University of South Florida 
  • ullah Bukhari, Zirgham; Ali, Umair January 2009 "Relationship between Organizational Citizenship Behavior & Counterproductive Work Behavior in the Geographical Context of Pakistan" International Journal of Business and Management 4 1: 85–92 doi:105539/ijbmv4n1p85 
  • Cem-Ersoy, N 2010 Organizational Citizenship Behavior and Counterproductive Work Behavior: Cross-cultural comparisons between Turkey and the Netherlands Doctoral Thesis ISBN 978-90-5335-290-8 hdl:1765/19631 
  • Clark, Malissa 2010 Why Do Employees Behave Badly An Examination Of The Effects Of Mood, Personality, And Job Demands On Counterproductive Work Behavior Doctoral Dissertation 
  • Dalal, RS 2005 "A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior" The Journal of applied psychology 90 6: 1241–55 doi:101037/0021-90109061241 PMID 16316277 
  • Flaherty, Shane; Moss, Simon A 2007 "The Impact of Personality and Team Context on the Relationship Between Workplace Injustice and Counterproductive Work Behavior" Journal of Applied Social Psychology 37 11: 2549–75 doi:101111/j1559-1816200700270x 
  • Fox, S; Spector, Paul E; Miles, Don 2001 "Counterproductive Work Behavior CWB in Response to Job Stressors and Organizational Justice: Some Mediator and Moderator Tests for Autonomy and Emotions" Journal of Vocational Behavior 59 3: 291–309 doi:101006/jvbe20011803 
  • Fox, Suzy; Spector, Paul E; Goh, Angeline; Bruursema, Kari 2007 "Does your coworker know what you're doing Convergence of self- and peer-reports of counterproductive work behavior" International Journal of Stress Management 14: 41–60 doi:101037/1072-524514141 
  • Popovich, Paula M; Warren, Michael A 2010 "The role of power in sexual harassment as a counterproductive behavior in organizations" Human Resource Management Review 20: 45–53 doi:101016/jhrmr200905003 
  • Goh, Angeline 2007 An attributional analysis of counterproductive work behavior CWB in response to occupational stress Doctoral Thesis University of South Florida 
  • Gruys, Melissa L; Sackett, Paul R March 2003 "Investigating the Dimensionality of Counterproductive Work Behavior" International Journal of Selection and Assessment 11: 30–42 doi:101111/1468-238900224 
  • Hung, Tsang-Kai The relations between perceived loafing, revenge motive and counterproductive work behavior Graduate Thesis National Changhua University of Education 
  • Zhang, Jian-Wei; Liu, Yu-Xin 2009 "Parsing the Definition and Typology of Enterprise Counterproductive Work Behavior" Advances in Psychological Science 17 5: 1059–66 ISSN 1671-3710 
  • De Jonge, J; Peeters, M C 2009 "Convergence of self-reports and coworker reports of counterproductive work behavior: a cross-sectional multi-source survey among health care workers" International journal of nursing studies 46 5: 699–707 doi:101016/jijnurstu200812010 PMID 19185863 
  • Kelloway, E Kevin; Francis, Lori; Prosser, Matthew; Cameron, James E 2010 "Counterproductive work behavior as protest" Human Resource Management Review 20: 18–25 doi:101016/jhrmr200903014 
  • Kessler, S R: The effects of organizational structure on faculty job performance, job satisfaction, and counterproductive work behavior – University of South Florida 2007
  • Ling L, Han-Ying T, Hong-Yu MA The Psychological Mechanism of Counterproductive Work Behavior in the Workplace – Advances in Psychological Science 2010 18 01 Pages 151-161
  • MacLane, Charles N; Walmsley, Philip T 2010 "Reducing counterproductive work behavior through employee selection" Human Resource Management Review 20: 62–72 doi:101016/jhrmr200905001 
  • Marcus, B; Wagner, U 2007 "Combining dispositions and evaluations of vocation and job to account for counterproductive work behavior in adolescent job apprentices" Journal of occupational health psychology 12 2: 161–76 doi:101037/1076-8998122161 PMID 17469998 
  • Marcus, Bernd; Wagner, Uwe; Poole, Amanda; Powell, Deborah M; Carswell, Julie 2009 "The relationship of GMA to counterproductive work behavior revisited" European Journal of Personality 23 6: 489–507 doi:101002/per728 
  • Miles, Donald E; Borman, Walter E; Spector, Paul E; Fox, Suzy 2002 "Building an Integrative Model of Extra Role Work Behaviors: A Comparison of Counterproductive Work Behavior with Organizational Citizenship Behavior" International Journal of Selection and Assessment 10: 51–7 doi:101111/1468-238900193 
  • Neff, N L: Peer reactions to counterproductive work behavior – Pennsylvania State University 2009
  • O'Brien, K E: A stressor-strain model of organizational citizenship behavior and counterproductive work behavior – University of South Florida 2008
  • Oppler ES, Lyons BD, Ricks DA, Oppler SH The relationship between financial history and counterproductive work behavior – International Journal of Selection and Assessment Volume 16 Number 4 December 2008
  • Penney, Lisa M; Spector, Paul E 2005 "Job stress, incivility, and counterproductive work behavior CWB: the moderating role of negative affectivity" Journal of Organizational Behavior 26 7: 777–96 doi:101002/job336 
  • Penney, Lisa M; Spector, Paul E 2002 "Narcissism and Counterproductive Work Behavior: Do Bigger Egos Mean Bigger Problems" International Journal of Selection and Assessment 10: 126–34 doi:101111/1468-238900199 
  • Semmer, Norbert K; Tschan, Franziska; Meier, Laurenz L; Facchin, Stephanie; Jacobshagen, Nicola 2010 "Illegitimate Tasks and Counterproductive Work Behavior" Applied Psychology 59: 70–96 doi:101111/j1464-0597200900416x 
  • Smithikrai C Collectivism as a Moderator of the Relationships among Work-Family Conflict, Perceived Job Stress and Counterproductive Work Behavior – The 6th International Postgraduate Research Colloquium IPRC Proceedings
  • Spector, P E, Fox, S, Domagalski, T A: Emotions, violence, and counterproductive work behavior – Handbook of workplace violence, 2006
  • Spector, Paul E; Fox, Suzy 2010 "Theorizing about the deviant citizen: An attributional explanation of the interplay of organizational citizenship and counterproductive work behavior☆" Human Resource Management Review 20 2: 132–43 doi:101016/jhrmr200906002 
  • Spector, P E; Bauer, JA; Fox, S 2010 "Measurement artifacts in the assessment of counterproductive work behavior and organizational citizenship behavior: do we know what we think we know" The Journal of applied psychology 95 4: 781–90 doi:101037/a0019477 PMID 20604597 
  • Spector, P; Fox, Suzy 2002 "An emotion-centered model of voluntary work behavior Some parallels between counterproductive work behavior and organizational citizenship behavior" Human Resource Management Review 12 2: 269–92 doi:101016/S1053-48220200049-9 
  • Spector, Paul E; Fox, Suzy 2010 "Counterproductive Work Behavior and Organisational Citizenship Behavior: Are They Opposite Forms of Active Behavior" Applied Psychology 59: 21–39 doi:101111/j1464-0597200900414x 
  • Tucker, J S; Sinclair, R R; Mohr, C D; Thomas, J L; Salvi, A D; Adler, A B 2009 "Stress and counterproductive work behavior: multiple relationships between demands, control, and soldier indiscipline over time" Journal of occupational health psychology 14 3: 257–71 doi:101037/a0014951 PMID 19586221 
  • Tucker J S, The multilevel effects of occupational stress on counterproductive work behavior: A longitudinal study in a military context – Portland State University 2005

External links

  • http://scienceforworkcom/blog/how-to-find-bad-eggs-personality-traits-that-predict-counterproductive-behaviors/ A resume of psychological research about CPB and personality

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