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Misbehavior in Organizations: A Dynamic Approach

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... Education directly affects the development and advancement of all the countries. It determines the future of the countries and combines people's traditions (Kepenekci, 2011;Vardi & Weitz, 2004) and contemporary values in harmony (Carr, 2006). For this reason, it is a very important process in which both developed and new developing countries are emphasizing with great sensitivity. ...
... There are laws and regulations to ensure that public duties and services are carried out in an orderly, timely and proper manner (Carr, 2006). They impose a number of responsibilities on government officials at home or abroad (Vardi & Weitz, 2004). According to these legal texts, administrative sanctions are applied to those who do not fulfill their responsibilities (Osborne & Russo, 2011) to perform prohibited works, according to the nature and severity of the situation (Kraska & Seçkin, 1995). ...
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This study was aimed to determine the necessity, dissuasive, and effects of disciplinary punishments on teachers according to the views of the school principals. It was conducted based on a qualitative research approach and case study. Participants were 20 school principals from various school types in the 2020-2021 academic year in Amasya city center, Turkey. A semi-structured interview form designed by the researchers was used to collect the data. The data was analyzed based on content analysis. Findings were gathered under four main themes; necessity, dissuasive, effects, and suggestions. Findings show that existing disciplinary regulations are not functional enough. In the study, the type and personality of the offense are seen as important factors in the dissuasion of disciplinary punishments against teachers. Reasons such as the ineffectiveness of the existing disciplinary regulations, the security of the civil service as a profession, and the effects of pressure groups emerge as factors that prevent the dissuasion of disciplinary punishments. It is considered necessary by school principals to make more functional discipline regulations, to focus on discipline regulations specific to the education and teaching profession, and preventive studies. Personality type, type of offense, school type, and dysfunctional disciplinary arrangements are effective in the emergence of situations requiring disciplinary punishment. There is a need for disciplinary arrangements that are suitable for today’s developments and include educational-specific rules. existing disciplinary regulations are not functional enough. As a result of the research, suggestions were given in line with the findings.
... Considerable research attention has been given to counterproductive work behaviors (CWBs)harmful employee actions that target other people (e.g., the perpetrator's coworkers) or target the perpetrator's organization (Dalal, 2005;Vardi & Weitz, 2004). The CWB construct subsumes a variety of distinct behaviors, such as verbally abusing a coworker, intentionally performing one's job incorrectly, abusing drugs while at work, and stealing organizational property (see Bennett & Robinson, 2000;Gruys & Sackett, 2003;Spector et al., 2006). ...
... Employee theft, for instance, has been estimated to result in $50 billion in annual losses for US retailers alone (Reilly, 2017). The combined losses resulting from all forms of CWBs are likely much larger (Vardi & Weitz, 2004). Furthermore, some forms of CWBs may negatively affect the well-being of workers. ...
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Peer reporting, which occurs when employees report the occurrence of coworkers’ counterproductive work behavior (CWB) to organizational authorities, may help management detect CWBs that would otherwise be overlooked. We examined whether peer reporting depends on two CWB characteristics identified by Robinson and Bennett [(1995) A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555–572]: (a) the target of the CWB and (b) the severity of the CWB. Specifically, we hypothesized that witnesses are more likely to report CWBs targeting individuals than CWBs targeting the organization and that they are more likely to report serious CWBs than minor CWBs. Using a diversely employed sample (N participants = 139; N observations = 3451), we found support for the hypothesized effects of CWB severity, but not for the hypothesized effects of CWB target.
... Counterproductive work behaviors (CWBs), which include any actions that employees engage in that harm their organization or organization members, have recently emerged as an important research topic in industrial and organizational psychology (Dalal, 2005;Vardi & Weitz, 2004). Examples of specific behaviors that have been referred to as CWBs include theft, sabotage, withdrawal behavior (e.g., absenteeism, lateness, etc.), harassment, and drug use at work (Gruys & Sackett, 2003;Robinson & Bennett, 1995;Spector et al., 2006). ...
... Studies have shown, for example, that theft alone costs U.S. organizations several billion dollars annually (Camara & Schneider, 1994;Greenberg, 1990Greenberg, , 1997. Total losses caused by the other forms of CWBs are likely to be staggering (Murphy, 1993;Vardi & Weitz, 2004). ...
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The current study, which is framed within the context of the Transactional Theory of Stress and Coping, examined counterproductive work behaviors (CWBs) as a response to ineffective coping with work stressors. More specifically, we examined whether the relationship between work stressors and CWBs was moderated by employee personality. Analyses using data collected from 726 adults employed in a diverse set of occupations found that work stressors were more strongly related to CWBs among workers who were low in conscientiousness, or high in negative affectivity (NA) than among workers who were high in conscientiousness, or low in NA. We found less consistent support, however, for the moderating effects of agreeableness.
... Compliance management refers to the formulation and continuous modification of internal norms in accordance with the requirements of external regulations, and supervises the implementation of internal norms. By establishing a sound compliance management system, enterprises can detect and solve potential legal risks as soon as possible and avoid losses caused by negligence (Vardi & Weitz, 2016). The main body of compliance management optimizes the resource allocation of the enterprise based on compliance, reduce costs, improve production efficiency and then promote the internal control and risk control of the enterprise, so as to maximize economic benefits and stimulate the maximum internal power. ...
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This paper aims to discuss the conflict between the evolution law of the enterprise compliance management subject and the regulation logic in China. By analyzing the background and demand of the evolution of compliance management subjects, the innovative compliance management concept is put forward, and the application of this concept in enterprise compliance management is introduced in detail. The results show that this concept has significant advantages in promoting the development of enterprise compliance management and solving the conflict of regulatory logic. The study of this paper is of great significance for the deep understanding and application of the evolution law of enterprise compliance management subjects in China.
... One of the most common issues at work is deviant conduct [15][16][17]. Sabotage, hostility, and physical or verbal abuse are examples of behaviours that primarily violate moral and ethical standards [18,19]. These actions are all included in the broader category of "counterproductive job practises" or counterproductive work behaviours (CWB) [20,21]. ...
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Background The organization’s work ethics is the cornerstone to promoting positive nurses’ behaviours and overcoming counterproductive ones. Purpose The current study aims to explore the relationship between work ethics (WEs) and counterproductive work behaviours (CWB) among nurses and testify to the mediating role of workplace ostracism (WO) in this relationship. Methods A descriptive correlational study was conducted in an Egyptian hospital. A convenient sample of staff nurses (N = 369) who agreed to participate in the study answered work ethics, counterproductive work behaviours, and workplace ostracism questionnaires, which were proven to be valid and reliable study measures. Descriptive and inferential statistics were applied, and relationships were presented using structural equation modelling. Ethical Considerations Ethics Committee approval, written informed consent, data privacy and confidentiality, and participants’ rights to voluntary participation and withdrawal were maintained. Results The majority of nurses (78.5%) perceived a high level of work ethics while majority of nurses reporting low levels of counterproductive work behaviours and workplace ostracism (82.25%, 75.75%), respectively. In addition to the negative correlations, the findings revealed that WEs have a significant negative influence on each of CWB (β − 0.482, p < 0.005) and WO (β − 0.044, p < 0.005). The regression analysis showed that WEs can negatively predict about 15% of the variance in each of CWB and WO. On the other hand, WO has a positive effect on CWB (β 0.035, p < 0.021) and mediates the relationship between WEs and CWB. Discussion Ostracism negatively affects the attitudes of nurses, which in turn results in negative behavioural outcomes (i.e., deviant behaviour). Conclusion It is imperative for the hospital and nurse managers to establish a work environment that fosters support and cultivate work ethics and ethical work climate with the aim of managing negative work behaviours, enhancing nurses’ retention and satisfaction, and eventually improving the quality of patient care.
... Specifically, CWB is considered an intentional violation of organizational norms or expectations (Gotz et al., 2019(Gotz et al., , 2020Robinson & Bennett, 1995). It appears to span the full spectrum from relatively minor to extremely serious-examples include workplace incivility; insulting behaviors; social undermining; theft of company assets; acts of destructiveness, vandalism, and sabotage; substance abuse; and misconduct perpetrated against fellow employees, toward the employer, or toward other organizations (Spector et al., 2006;Vardi & Weitz, 2004). ...
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The leader–follower relationship plays an important role in preventing employees from engaging in counterproductive work behavior (CWB). We investigate the interplay among perceived leader–member exchange (LMX), leaders’ motivation to lead (MTL), and CWB, specifically examining the cross-level effect of leaders’ MTL in the relationship between individuals’ LMX and CWB. We tested our hypotheses in two studies: a two-source field study in three large European Union companies (217 employees nested into teams with 31 unique leaders) and an experiment with 106 participants in which we manipulated LMX and MTL using vignette scenarios. Field study results indicated that individuals with higher levels of LMX exhibit lower levels of CWB. This relationship is more negative in cases of low MTL, indicating a trade-off effect of LMX and MTL. The experiment replicated these effects. We additionally tested a moderated-mediation model, which included the explanatory mechanism (mediator) of followers’ MTL. Taken together, this paper proposes and simultaneously tests interplay effects of followers’ dyadic perceptions of their relationships with leaders and leaders’ individual differences in reducing CWB. It develops and tests the role-modeling process of leaders’ MTL translation into followers’ MTL. The paper also shows the multilevel nature of the proposed model with a two-source examination (leader vs. follower perspective).
... Therefore, cohesiveness can influence lousy behavior, similar to how organizational culture influences the intention to misbehave. (Vardi & Weitz, 2016) Members of dynamic groups may not help each other or compete to achieve their goals as they begin to accept their values, norms, and roles. So there is a feeling of wanting to be recognized and wanting to be superior to other group members. ...
... As opposed to OCBs, counterproductive work behaviors (CWBs) are any intentional behaviors on the part of an organizational member viewed by the organization as contrary to its legitimate interests (Sackett and DeVore, 2001, p. 145; see also Cohen-Charash and Mueller, 2007;Ho, 2012). CWBs have considerable economic, sociological, and psychological implications for organizations, as they often violate important organizational norms, and harms organizations in many ways; for example, their goals, employees, procedures, productivity, and profitability (Spector et al., 2006;Aubé et al., 2009;Vardi and Weitz, 2016). Examples of CWBs are speaking ill of other workers, harassment, insulting and/or ignoring others at work, theft, intentional sabotage, and more (Robinson and Bennett, 1995;Bennett and Robinson, 2000;Gruys and Sackett, 2003;Spector et al., 2006Spector et al., , 2010. ...
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Abusive leadership has been shown to have adverse consequences for both the employees and the organization. In the current paper, the impacts of such a leadership style on workers’ turnover intentions (TIs), counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs) are investigated through a dyadic lens—the mediation of leader-member exchange (LMX). Furthermore, when the workplace atmosphere is also tainted by high level of perceived organizational politics (POP) (as a moderator), these relationships deepen and and/or change (for the worse). To test the moderated-mediation research model, an online sample of 619 participants was obtained. The results support an interesting moderated-mediation of LMX by POP. Theoretical and practical implications, limitations and future research suggestions are discussed.
... Suggestions are made about further research applications to better understand terms used in describing dysfunctional behavior. Journal of Human Resource and Sustainability Studies viors-abusive management, aggressive management, dark side behaviors, emotional abuse, incivility, bullying, harassment, misbehavior, misconduct, mobbing, psychological violence, and sexual harassment, to name some of the more common ones (for a more complete set, see [5] and [6]). Bullying has been frequently reported in schools [7] [8] [9] and in nursing [10] [11], but is also found in virtually all workplaces [12] [13] [14] [15] [16]. ...
... Conversely, studies also explored negative reciprocity or homophily in organizational contexts, for example, when a person receives negative behaviors or misbehaviors from another person (Vardi & Weitz, 2016), such as support non-reciprocation. If distrust is built between two persons, this could therefore lead to reciprocated negative behavior (Gouldner, 1960). ...
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Various factors can hinder the competitive advantage of an organization, one of them being knowledge hiding. We draw on social exchange, norms of reciprocity, and contextual theories to propose that the negative relationship between perceived co-worker support and knowledge hiding happens in particular contexts. We expand previous studies in delineating that the organizational context can be both designed (human resource systems in place) or emerging (relational climates) and that aligning both contexts can further influence the main relationship. An experimental study of 178 HR students and a field study of 155 individuals nested in 30 teams provide partial support for our key hypotheses that a three-way interaction between commitment and compliance HR systems as well as communal sharing and market pricing climates can impact the negative relationship between co-worker support and knowledge hiding. Future knowledge hiding studies therefore need to investigate both designed and emerging contexts together rather than separately.
... Yine de değişim hakkındaki sinizm, değişimin liderlerine gerçek bir inanç kaybını içerir. Daha da önemlisi sinizm, değişim sürecini başlatan ve yönetenlerin iyi niyetlerine rağmen sıklıkla ortaya çıkabilmektedir.45 İşletmelerde, özellikle politika değişikliklerinde iş görenler değişime direnci farklı şekillerde gösterebilmektedir. ...
... In doing so, we extend knowledge of the dynamics of academic careers (Baruch & Hall, 2004;Caplow & McGee, 2001) and challenge positive, optimistic, and sometimes naive views of PhD education (Nilsson, 2015) as well as the literature that focuses on an idealized image of PhD supervision (Phillips & Pugh, 2010). The theory of misbehavior in organizations would benefit from incorporating the proposed model, particularly regarding career management (Vardi & Weitz, 2016) and work-related stress (Hauge, Skogstad, & Einarsen, 2007). Both individual self-career management and institutional career systems would benefit from an open disclosure of the threats and obstacles to a successful academic career (Peña et al., 2014). ...
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This paper develops a conceptual model of PhD supervisors' abuse and exploitation of their students and the outcomes of that abuse. Based on the literature about destructive leadership and the "dark side" of supervision, we theorize about why and how PhD student abuse and exploitation may occur. We offer a novel contribution to the literature by identifying the process through which PhD students experience supervisory abuse and exploitation, the various factors influencing this process, and its outcomes. The proposed model presents the Dark Triad, perceptions of goal blockage, and perceptions of ethical culture as potential characteristics of the PhD supervisor and implies the mediation of the perceptions of power and politics in the relationship between the Dark Triad and student abuse and exploitation. Institutional policies and practices concerning doctoral students and their characteristics are proposed as moderators in such a relationship. Finally, the model suggests that student abuse and exploitation may hinder or even end students' academic careers. The manuscript discusses the theoretical and practical contributions and managerial implications of the proposed model and recommends further exploration of the dark sides of academia.
... Organizational rules direct employee behaviors and actions towards organizational goals (Brower & Abolafia, 1997) and rule following is considered essential for organizational sustainability (Vardi & Weitz, 2016). Regrettably, rules hinder organizational effectiveness in some contexts as they fail to deliver desirable stakeholder outcomes (Vardaman et al., 2014). ...
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Scholars over the past two decades have shed significant light on employee pro-social rule-breaking behaviors. Yet, the organizational and contextual variables and their influence on these behaviors are not properly considered. This paper focuses on frontline pro-social rule breaking and examines the influence of two elements of organizational environment; namely, organizational structure and social support, on the three types of pro-social rule breaking, using cross sectional survey data of frontline employees of two Indian-scheduled commercial banks. The results show that organizational structure and social support have differential influences on job-oriented, customer-oriented, and co-worker-oriented pro-social rule breaking. Researchers deliberated the impact of structural elements; namely, participation in decision-making, hierarchy of authority, job codification, rule enforcement, and perception of social support, thus identifying the drivers and inhibitors of the behaviors. Paper also offers guidelines for managing the three types of pro-social rule breaking via managerial practices and policy interventions.
... One of the determinants of workers' behaviors is their socio-demographic dimension. Researchers point to the fact that, among others, it is men who manifest counterproductive behaviors more often than women (Hollinger and Clark, 1983;Gruys and Sackett, 2003;Kishamore et al., 2010;Ocel and Aydin, 2010;Vardi and Weitz, 2004). Such behaviors are also more characteristic of younger people, in particular young men (Jones, 2009;Markus and Schuler, 2004) and those with short length of service (Gruys and Sackett, 2003). ...
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Szeliga-Duchnowska Anna, Szewczyk Mirosława, Uniformedservice officers’ age as a variable differentiatingthe perception of counterproductive work behaviors. „Kultura– Społeczeństwo – Edukacja” nr 2(14) 2018, Poznań2018, pp. 205–219, Adam Mickiewicz University Press.ISSN 2300-0422. DOI 10.14746/kse.2018.14.15.At the foundation of this research lies the belief that theage can directly differentiate the perception of counterproductivework behaviors. The aim of the article is toidentify and present the relationship between age andthe perception of counterproductive work behaviors. Thesurvey research was carried out in June 2017, with theuse of Internet-based survey questionnaire (CAWI). Therewere altogether 198 officers examined. The results confirmthe existence of variety counterproductive behaviors accordingto the classification proposed by P.E. Spector. Theanalysis results confirm the appearance of dependence betweenthe age of officers and their perception of counterproductivebehaviors. The conclusions which come fromthe research can have significant implications to superiorsin the scope of prophylactic actions aimed against counterproductivebehaviors.
... This is due to their important economical, sociological, and psychological implications (Aubé et al., 2009;Levy & Tziner, 2011). CWBs usually violate important organizational norms and harm organizations in many ways, for example, the goals, employees, procedures, productivity, and profitability (Aubé et al., 2009;Dalal, 2005;Lanyon & Goodstein, 2004;Pearson, Andersson, & Porath, 2005;Robinson, 2008;Spector et al., 2006;Vardi & Weitz, 2016). ...
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The present research investigated the effects of social exchanges of employees with their immediate manager (i.e., Leader-Member eXchange; LMX) and with their direct working unit/team (i.e., Team-Member eXchange; TMX) on counterproductive work behaviors (CWBs), both – towards the organization or towards colleagues. The research also explored the moderating effects of dispositional envy and the size of the working team on said associations. Data from 221 Israeli employees (Study 1) and 186 American workers (Study 2) were collected. The majority of our hypotheses were supported, with findings indicating interesting cultural differences. Implications and future research suggestions are discussed.
... Examples of counterproductive work behaviors include insulting coworkers (i.e., abuse), stealing supplies from the company (i.e., theft), or feigning illness to stay home from work (i.e., production deviance; Spector et al., 2006). Cyberloafing is viewed by many researchers to be a type of withdrawal behavior (Askew et al., 2014;Holguin, 2016;Vardi & Weitz, 2016)-behavior that results in an employee working fewer hours while on the job than expected by the organization (Spector et al., 2006). As a common withdrawal behavior, cyberloafing has attracted its own set of dedicated researchers who are concerned that cyberloafing could cost companies money through various effects such as clogging bandwidth, reducing productivity, increasing security risks, and exposing companies to legal liabilities (Andreassen, Torsheim, & Pallesen, 2014). ...
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The use of the Internet at work for reasons unrelated to work, or cyberloafing, is a potentially harmful behavior for organizations. Past studies have shown cyberloafing is driven in part by characteristics of the work environment (Askew, Vandello, & Coovert, 2012). However, there remains little research on how the work environment influences cyberloafing. Here, we tested hypotheses that work station properties (and electronic monitoring) would influence cyberloafing through self-efficacy to hide cyberloafing among a sample of working adults (N = 202). We found evidence that visibility of one’s computer screen influences cyberloafing through increased levels of one’s self-efficacy to hide cyberloafing. In addition to the main study, we conducted a cross-validation study with a sample of Amazon’s Mechanical Turk workers. Using multiple data control techniques, we were able to replicate the original results, providing evidence that the effect is robust and not specific to our original sample. The investigation contributes to practice and theory in two important ways. First, this investigation identifies a novel intervention point for decreasing personal computer use at work, that is, the structuring or restructuring of the immediate work station to deter cyberloafing. Second, the results suggest an expansion to one of the major theories of cyberloafing (i.e., theory of planned behavior model of cyberloafing) to include visibility of one’s computer screen as a distal antecedent, proximal to self-efficacy to hide.
... The common defining element among CWBs is a harm effect that can be observed, rather than non-observable antecedents (Marcus, Taylor, Hastings, Sturm, & Weigelt, 2013). It is estimated that the financial losses pro duced by CWBs total several billion dollars annually for companies worldwide (Vardi & Weitz 2004in Bowling & Burns, 2015. ...
Article
The present study summarizes the validity of a multi-method integrity test developed to measure integrity and counterproductive work behaviors (CWB) in personnel selection of a Peruvian sample. This instrument has been thoroughly studied in other cultural contexts, establishing its validity in predicting counter-productive behaviors. In order to study external validity, two criteria were used: (a) The Counterproductive Work Behavior Checklist (CWB-C) and (b) a supervisor evaluation questionnaire. The criterion validity of the Peruvian Spanish version was studied with a sample of 194 employed students, 86 male (44.3%) and 108 (55.7%) female. Participants were recruited from a large private Peruvian university. The instrument’s overall score correlated with self-reported CWB (r= -.62, p <.01). Regarding the other criterion, only the Ethical Dilemmas sub-scale showed a significant correlation with supervisor-rated CWB (r=.18, p< .05). Female participants reported higher scores than male participants on the Attitudes (U (193) = 3842.5, p<.05), Ethical Dilemmas (U (193) = 3619.5, p<.05), and Past Behaviors (U (193) = 3463.5, p<.01) dimensions of the integrity test (r=.15-.22), as well as on the overall score (U (193) = 3395.5, p<.01). Results support the validity of the multi-method integrity measure to predict counterproductive work behaviors, without adverse gender impact.
Article
The information technology revolution has fundamentally altered company operations around the world. The Internet has significantly enhanced employee connectedness in the workplace, eclipsing the antiquated brick-and-mortar model. Nonetheless, as information technology advances, cyberbullying has grown in popularity in the professional environment. Cyberbullying is not geographically, temporally, or milieu-specific. Arguments concerning this ubiquitous danger have plagued scholars and professionals for several decades as they debated its conception, prevalence, and implications. The current research digs into many facets of cyberbullying to facilitate the creation of constructive policies and effectively manage the labor environment. Additionally, a few ideas and remedies are offered, as well as the future course of action for effectively addressing the crucial issue of cyberbullying.
Chapter
Most scholars studying police corruption now agree that police corruption cannot be explained as simply a rotten apples or rotten pockets phenomenon but is better explained from a rotten barrel approach. From a rotten barrel perspective, institutional failure is the main cause of corruption. Institutional failure can often result from a specific type of organizational culture. However, little is known about how organizational culture impacts police corruption in the Trinidad and Tobago Police Service (TTPS). This chapter addresses the existing gap by collecting data using in-depth interviews with police officers in the TTPS. The findings can assist academicians and police managers to better understand and tackle corruption in the TTPS as well as similar law enforcement organizations throughout the Caribbean.
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Abstract: scientists and researchers have directed their attention to a completely opposite aspect of knowledge sharing, which is the behaviour of knowledge hiding. Although numerous studies have investigated the factors that stimulate knowledge-hiding behaviour, the factors that help in reducing this behaviour remain important issues requiring research and analysis. Therefore, based on social exchange theory, leadermember exchange theory, and the affective events theory, this study hypothesizes that work relationships may mitigate knowledge hiding behavior through emotional intelligence as a moderating variable. Data were collected using a survey from the study population, which consisted of all employees in the middle and executive management at the Yemen Oil Company (head office and branches in Aden and Sayun). The response rate, after excluding invalid questionnaires, was 87%, with 247 valid questionnaires for analysis. The study found a significant negative impact of work relationships on knowledge-hiding behaviour. This includes the impact of the leadermember relationship on the leader's knowledge-hiding behaviour and the impact of the subordinate-colleague relationship on the subordinates' knowledge-hiding behaviour. The study also found a statistically significant moderating effect of emotional intelligence on the impact of the leadermember relationship on the leader's knowledge-hiding behaviour and the impact of the subordinate-colleague relationship on the subordinates' knowledge-hiding behaviour. Based on these findings, a set of recommendations was proposed. Keywords: Work Relationships, Emotional Intelligence, Knowledgehiding Behavior.
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في الآونة الأخيرة فقط وجه العلماء والباحثون اهتمامهم إلى جانب معاكس تماماً لمشاركة المعرفة هو سلوك إخفاء المعرفة، ومع أن هناك العديد من الدراسات بحثت في العوامل التي تحفز سلوك إخفاء المعرفة، إلا أن العوامل التي تساعد في الحد من هذا السلوك لا تزال أحد القضايا المهمة التي تحتاج إلى البحث والتحليل. لذلك واستناداً إلى نظرية التبادل الاجتماعي، ونظرية التعامل بين الرئيس والمرؤوس، والنظرية الاجتماعية للعاطفة نفترض في هذه الدراسة أن علاقات العمل قد تحد من سلوك إخفاء المعرفة من خلال الذكاء العاطفي كمتغير معدل جُمعت البيانات باستخدام الاستقصاء من مجتمع الدراسة المتمثل في جميع العاملين بالإدارتين الوسطى والتنفيذية في شركة النفط اليمنية (الإدارة العامة وفرعي عدن، وسيئون) وقد وصلت نسبة الردود بعد استبعاد الاستمارات غير الصالحة (87%) بواقع (247) استمارة صالحة للتحليل. توصلت الدراسة إلى وجود تأثير سلبي معنوي لعلاقات العمل في سلوك إخفاء المعرفة – متضمناً ذلك- علاقة الرئيس بالمرؤوس على سلوك إخفاء معرفة الرئيس، وعلاقة المرؤوس بزميله على سلوك إخفاء معرفة المرؤوسين أيضاً توصلت الدراسة إلى تأثير معدل دال إحصائيًا للذكاء العاطفي في أثر علاقة الرئيس بالمرؤوس في سلوك إخفاء معرفة الرئيس، وفي أثر علاقة المرؤوس بزميله في سلوك إخفاء معرفة المرؤوسين. وَبِنَاءً على هذه النتائج تم اقتراح مجموعة من التوصيات.
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Firms frequently provide relative performance information (RPI) in different environmental contexts. In this experimental study, we investigate how RPI (absent versus present) affects rule-breaking under different levels of group identity (lower versus higher). We refer to performance-improving rule-breaking that increases not only one’s own performance but also overall firm performance. We predict and find that RPI triggers a stronger increase in rule-breaking in cases of higher group identity than in cases of lower group identity. We argue that in the case of lower group identity, individuals mainly follow their own moral standards independently of RPI provision. In contrast, we reason that individuals with higher group identity generally want to impress their fellow group members when RPI is absent by following the rules, but when RPI is present by achieving a high rank through rule-breaking. Our results inform managers about the importance of considering RPI in conjunction with group identity. Data Availability: Data are available from Sandra Winkelmann. JEL Classifications: M40; M41.
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A research study scrutinizes the optimistic psychological capital intercession in the direction of employee performance and counterproductive behavior. Questionnaires were circulated on a cross-sectional basis among the 254 faculty members of public universities in KP, Pakistan. The findings of the study provided empirical evidence on the dynamics of psychological capital toward controlling counterproductive work behavior. The future research direction of the study is directed toward evaluating and examining the same hypotheses in various organizations in Pakistan on a longitudinal basis. Consequences reveal that psychological capital has a strapping influence on controlling employees' counterproductive actions. The study has significance in molding an optimistic culture in workplace settings that enhances productivity.
Chapter
Organizational misbehavior is primarily behavior that does not conform to expectations and which, although disapproved and discouraged, is not prevented. The main parts of this entry consider the noncompliant behavior of ordinary employees, which has been consistently researched for decades. Here misbehavior is revealed to involve limiting working effort and/or the time spent on work and the appropriation of materials or products. The identity and allegiance of the employee is also in contention. More recently, this aspect has become more significant, and some new types of expressive misbehavior have been identified. Some of these involve giving voice to criticism and some to making demands for action from management; examples here are demands for action on bullying and gender politics in the workplace. Comparable sociological research on other groups – such as professionals and senior managers – is relatively scarce, and so the misbehavior of managers, professionals, and workers is seldom realistically compared. However, new research now becoming available that makes possible the unification of this field.
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The objective of this research is to examine the role of workplace spirituality in reducing undesirable workplace behaviours. Organizational misbehaviour, as defined by Vardi and Wiener 1996 1, is any voluntary act by employees that violates fundamental organizational or society norms. Employee deviant behavior is defined as employee deliberate activity that breaches standard norms of the organization and endangers organizational well-being." Deviant misbehaviors that occur within the organization are often deemed as unethical deviations and sometimes develop due to environmental factors. Factors within the organizational environment such as organizational support, management support, role conflict, and work demand have been shown to be significant correlates of deviant behaviors. Deviations are often identified as responses to undesirable stimulus that elicits negative emotional state among employees. Additionally, it aims to investigate "ethical organizational climate" as a potential catalyst in enhancing the negative effects of workplace spirituality on unruly employee behaviours. Data was collected from 158 salespersons employed in private sector banking and insurance organizations and analysed using AMOS-SEM (structural equation modelling). The findings suggested that a direct positive relationship exists between workplace spirituality and ethical organizational climate. Also, ethical organizational climate exerted significant negative effects on salespersons deviant misbehaviours, thereby reducing them and acted as an overall mediator in the relationship between workplace spirituality and deviant misbehaviours among salespeople working in banking and insurance. The implications can help professionals working in the financial sectors in curbing deviant misbehaviours by embracing a more spiritual and ethical work culture for the benefit of their workers, their company, and the greater society. Thus, the research is novel to specifically focus on how workplace spirituality with a mediating effect of ethical work climate makes a difference.
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This research focuses on the role of gender and physical attractiveness in judging severity of unethical workplace behavior. Scenarios with possible ethical dilemmas (commonly referred to as “gray areas” of behavior) were displayed to 4,483 subjects. Our findings show that “gray area” behavior was evaluated as more ethical if performed by male employees compared with women. We also found that attractiveness moderated the connection between gender and tolerance toward unethical work behavior. People judge more severely the same unethical action by plain-looking employees rather than attractive-looking employees, in accordance with the attractiveness-leniency effect—but only for women perpetrators. The physical attributes of men were not found to be relevant. We explore a number of explanations for this discrimination based on Expectation States Theory and Social Role Theory. JEL CLASSIFICATION: C91; J71.
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This paper addresses the potentially interactive effects of descriptive and injunctive norm perceptions on an unethical workplace behavior: counterproductive work behavior (CWB) perpetration. We draw on the Focus Theory of Normative Conduct and its conceptual distinction between norm types to refine research on this topic. We also test a person-by-environment interaction to determine whether the interactive effects of these norms for CWB are enhanced among employees reporting a stronger need to belong to social groups (NTB). In two studies, predictors were assessed in an initial survey and the dependent variable was assessed weeks later. Individuals employed across a range of industries served as participants. In Study 1, descriptive and injunctive norm perceptions of CWB interacted to predict CWB perpetration. This finding was replicated in Study 2. Additionally, Study 2 demonstrated that the interaction between the two norm types was especially strong among individuals high in NTB. Results suggest that to decrease CWB perpetration, organizations may profitably leverage the persuasive effects of “social norms marketing” to alter employee perceptions of the typicality and level of approval for CWBs. This is the first study to demonstrate that both descriptive and injunctive norm perceptions predict CWB perpetration. The demonstrated three-way interaction between the two norm types and NTB advances existing theory regarding the cognitive and motivational mechanisms underlying normative social influence.
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This study investigated the mediating effects of defensive silence and emotional exhaustion between ostracism and interpersonal deviance, explained through transactional theory of stress and coping. Time-lagged and multi-source data was collected at two measurement points from 320 employees, working in service sector organizations of Pakistan. Employees appraise ostracism as an uncontrollable interpersonal stressor that threatens their relational and efficacy needs. They try to deal with this threat through an avoidant coping approach and resort to interpersonal deviance, via a cognitive path and an emotional route, namely defensive silence and emotional exhaustion. Our results show that workplace ostracism, defensive silence, and emotional exhaustion contribute to the prevalence of interpersonal deviance, and offer several direct as well as indirect options. One path involves actions that discourage ostracism through various human resource functions. Another step pertains to defensive silence which could be put off by a suggestion system that offers psychological safety to employees. The last measure relates to emotional exhaustion, prevented by emotional mentoring and employee assistance plans. The present study explains the underlying cognitive and emotional mechanisms between ostracism and interpersonal deviance. It extends research on defensive silence to demonstrate its theoretical as well as empirical effect on interpersonal deviance. It further explains how employees use interpersonal deviance, to reduce the negative effect of ostracism. Lastly, it describes ostracism and deviance in the context of collectivist culture of Pakistan, which underscores close interpersonal relationships.
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An ethics of fallibility can have a normative and a descriptive dimension. The normative traditions of consequentialism and duty ethics provide conflicting advice about what is the morally right response to different kinds of mistakes. The chapter outlines some theoretical resources available to formulate a normative platform for coping with fallibility, both with regard to what from a moral point of view should happen ahead of critical events where people are likely to make mistakes, in the midst of such events, and in their aftermath. The descriptive dimension of an ethics of fallibility addresses alternative explanations to why people become involved in moral misbehavior, and often continue to be so once they have habituated a certain behavioral pattern. In the final section of the chapter, the normative and descriptive dimensions are combined in a stance on forgiveness. Considerations of whether a person who has made a moral mistake ought to be forgiven (a normative issue) can be informed by knowledge about why people make such mistakes (a descriptive issue).
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This study introduces the concept of deviant behavior in a moderated-mediation framework of incentives and organizational justice perception. The proposed relationships in the theoretical framework were tested with a sample of 311 academics, using simple random sampling, via causal models and structural equation modeling. The findings suggest that incentives might boost the apparent performance, but not necessarily the intended performance. The results confirm that employees’ affection for incentives has direct, indirect, and conditional indirect effects on their deviant behavior likelihood. The relationship between employee deviant behavior likelihood and affection for incentives was moderated by organizational justice perception and partially mediated by reward expectancy, thus having significant contributions toward the extant literature of deviant behavior and incentives. The findings have important implications for managers, academicians, and policy makers for mitigating adverse behavior in professional employees through proper use of incentives.
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Purpose The purpose of this conceptual paper is to broaden the understanding of the three negative member (bad apple) behaviors – withholding of effort, interpersonal deviance and negative affect – put forth by Felps et al. (2006). Design/methodology/approach An integrative review of extant literature was conducted to understand the impact of the negative member behaviors on other team members. Potential interventions to control this bad apple behavior are identified with supporting evidence from recent empirical studies. Findings A review of empirical findings in the literature indicate that perceived coworker loafing may lead to counterproductive work behavior toward coworkers and interpersonal deviance may affect the task cohesion of the group. However, the presence of affectively negative individuals is empirically proven to improve the group performance, especially when the group task is related to creativity or information processing (decision-making and idea generation). Originality/value Despite the empirical attention paid to “bad apple” behaviors, the implications for managing negative member behaviors are unclear and scattered. In this paper, building on the framework proposed by Felps et al. (2006), the authors focus on three behaviors and provide a concise review of literature and interventions to control or exploit these behaviors.
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Goal orientation has become one of the most studied motivational constructs in the psychology literature. However, in organizational contexts, the research focus to date has largely centered on the relationship between goal orientation and task performance—neglecting the valuable contribution of non-task work behaviors, such as workplace deviance and organizational citizenship behavior (OCB) to organization functioning. In this paper, we addressed this gap in the literature by investigating the differential prediction of performance approach and mastery approach goal orientation on workplace deviance and OCB, beyond personality correlates. We hypothesize that performance approach orientation is positively associated with workplace deviance and mastery approach orientation is positively associated with OCB. A sample of employed participants (n = 114) provided self-reports of goal orientation, workplace deviance, OCB and personality. Additionally, participants nominated a well-acquainted peer to provide peer-reports of their personalities. When controlling for personality, performance approach orientation positively predicted workplace deviance whereas mastery approach orientation positively predicted organizational citizenship behavior. This study is the first to our knowledge to explore the relationships between goal orientation and non-task work behaviors and to show that goal orientation adds to the understanding of workplace deviance and OCB, beyond personality. Practical implications and directions for future research are discussed.
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