Counterproductive Work Behaviors, Justice, and Affect: a Meta-Analysis" (2014)
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Interactional Justice.Pdf
Interactional Justice and Counterproductive Work Behaviors: The Mediating Role of Negative Emotions Jeanne Le Roy, Marina Bastounis, Jale Minibas-Poussard To cite this version: Jeanne Le Roy, Marina Bastounis, Jale Minibas-Poussard. Interactional Justice and Counterproduc- tive Work Behaviors: The Mediating Role of Negative Emotions. Social behavior and personality, Society for Personality Research, 2012, 40 (8), pp.1341-1355. 10.2224/sbp.2012.40.8.1341. hal- 01615955 HAL Id: hal-01615955 https://hal.archives-ouvertes.fr/hal-01615955 Submitted on 13 Oct 2017 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. SOCIAL BEHAVIOR AND PERSONALITY, 2012, 40(8), 1341-1356 © Society for Personality Research http://dx.doi.org/10.2224/sbp.2012.40.8.1341 INTERACTIONAL JUSTICE AND COUNTERPRODUCTIVE WORK BEHAVIORS: THE MEDIATING ROLE OF NEGATIVE EMOTIONS JEANNE LE ROY European Business School – LAPPS, Paris MARINA BASTOUNIS Paris Descartes University and Rouen Business School JALE MINIBAS-POUSSARD Galatasaray University Perceptions of interactional justice have been shown to explain why employees engage in counterproductive work behaviors (CWB; Bies, 2005). However, the processes involved in this relationship have yet to be clarified. In this study, we drew on the cognitive theory of emotions and extended work published on the mediating role in this relationship (Fox & Spector, 1999) by conducting a survey with insurance company employees (N = 187). -
Employees' Reactions to Their Own Gossip About Highly
BITING THE HAND THAT FEEDS YOU: EMPLOYEES’ REACTIONS TO THEIR OWN GOSSIP ABOUT HIGHLY (UN)SUPPORTIVE SUPERVISORS By JULENA MARIE BONNER Bachelor of Arts in Business Management and Leadership Southern Virginia University Buena Vista, VA 2007 Master of Business Administration Oklahoma State University Stillwater, Oklahoma 2012 Submitted to the Faculty of the Graduate College of the Oklahoma State University in partial fulfillment of the requirements for the Degree of DOCTOR OF PHILOSOPHY July, 2016 BITING THE HAND THAT FEEDS YOU: EMPLOYEES’ REACTIONS TO THEIR OWN GOSSIP ABOUT HIGHLY (UN)SUPPORTIVE SUPERVISORS Dissertation Approved: Dr. Rebecca L. Greenbaum Dissertation Adviser Dr. Debra L. Nelson Dr. Cynthia S. Wang Dr. Isaac J. Washburn ii ACKNOWLEDGEMENTS The road to completing this degree and dissertation has been a long, bumpy one, with plenty of ups and downs. I wish to express my gratitude to those who have helped me along the way. Those who provided me with words of encouragement and support, those who talked me down from the ledge when the bumps seemed too daunting, and those who helped smooth the path by taking time to teach and guide me. I will forever be grateful for my family, friends, and the OSU faculty and doctoral students who provided me with endless amounts of support and guidance. I would like to especially acknowledge my dissertation chair, Rebecca Greenbaum, who has been a wonderful mentor and friend. I look up to her in so many ways, and am grateful for the time she has taken to help me grow and develop. I want to thank her for her patience, expertise, guidance, support, feedback, and encouragement over the years. -
Incivility, Bullying, and Workplace Violence
AMERICAN NURSES ASSOCIATION POSITION STATEMENT ON INCIVILITY, BULLYING, AND WORKPLACE VIOLENCE Effective Date: July 22, 2015 Status: New Position Statement Written By: Professional Issues Panel on Incivility, Bullying and Workplace Violence Adopted By: ANA Board of Directors I. PURPOSE This statement articulates the American Nurses Association (ANA) position with regard to individual and shared roles and responsibilities of registered nurses (RNs) and employers to create and sustain a culture of respect, which is free of incivility, bullying, and workplace violence. RNs and employers across the health care continuum, including academia, have an ethical, moral, and legal responsibility to create a healthy and safe work environment for RNs and all members of the health care team, health care consumers, families, and communities. II. STATEMENT OF ANA POSITION ANA’s Code of Ethics for Nurses with Interpretive Statements states that nurses are required to “create an ethical environment and culture of civility and kindness, treating colleagues, coworkers, employees, students, and others with dignity and respect” (ANA, 2015a, p. 4). Similarly, nurses must be afforded the same level of respect and dignity as others. Thus, the nursing profession will no longer tolerate violence of any kind from any source. All RNs and employers in all settings, including practice, academia, and research, must collaborate to create a culture of respect that is free of incivility, bullying, and workplace violence. Evidence-based best practices must be implemented to prevent and mitigate incivility, bullying, and workplace violence; to promote the health, safety, and wellness of RNs; and to ensure optimal outcomes across the health care continuum. -
A Researcher Speaks to Ombudsmen About Workplace Bullying LORALE IGH KEASHLY
Journal of the International Ombudsman Association Keashly Some Things You Need to Know but may have been Afraid to Ask: A Researcher Speaks to Ombudsmen about Workplace Bullying LORALE IGH KEASHLY ABSTRACT In the early 1990’s, I became interested in understand- ing persistent and enduring hostility at work. That Workplace bullying is repeated and prolonged hostile interest was spurred by a colleague’s experience at mistreatment of one or more people at work. It has the hands of her director. He yelled and screamed tremendous potential to escalate, drawing in others at her (and others), accusing her of not completing beyond the initial actor-target relationship. Its effects assignments, which she actually had. He lied about can be devastating and widespread individually, her and other subordinates. He would deliberately organizationally and beyond. It is fundamentally a avoid when staff needed his input and then berate systemic phenomenon grounded in the organization’s them for not consulting with him. At other times, he culture. In this article, I identify from my perspective was thoughtful, apologetic, and even constructive. My as a researcher and professional in this area current colleague felt like she was walking on eggshells, never thinking and research findings that may be useful for sure how he would be. Her coworkers had similar ombudsmen in their deliberations and investigations experiences and the group developed ways of coping as well as in their intervention and management of and handling it. For example, his secretary would these hostile behaviors and relationships. warn staff when it was not a good idea to speak with him. -
Introduction to Mobbing in the Workplace and an Overview of Adult Bullying
1: Introduction to Mobbing in the Workplace and an Overview of Adult Bullying Workplace Bullying Clinical and Organizational Perspectives In the early 1980s, German industrial psychologist Heinz Leymann began work in Sweden, conducting studies of workers who had experienced violence on the job. Leymann’s research originally consisted of longitudinal studies of subway drivers who had accidentally run over people with their trains and of banking employees who had been robbed on the job. In the course of his research, Leymann discovered a surprising syndrome in a group that had the most severe symptoms of acute stress disorder (ASD), workers whose colleagues had ganged up on them in the workplace (Gravois, 2006). Investigating this further, Leymann studied workers in one of the major Swedish iron and steel plants. From this early work, Leymann used the term “mobbing” to refer to emotional abuse at work by one or more others. Earlier theorists such as Austrian ethnologist Konrad Lorenz and Swedish physician Peter-Paul Heinemann used the term before Leymann, but Leymann received the most recognition for it. Lorenz used “mobbing” to describe animal group behavior, such as attacks by a group of smaller animals on a single larger animal (Lorenz, 1991, in Zapf & Leymann, 1996). Heinemann borrowed this term and used it to describe the destructive behavior of children, often in a group, against a single child. This text uses the terms “mobbing” and “bullying” interchangeably; however, mobbing more often refers to bullying by more than one person and can be more subtle. Bullying more often focuses on the actions of a single person. -
Injustice, Counterproductive Work Behavior and Mediating Role of Work Stress
Pak J Commer Soc Sci Pakistan Journal of Commerce and Social Sciences 2015, Vol. 9 (3), 683-699 Injustice, Counterproductive Work Behavior and mediating role of Work Stress Farida Saleem (Corresponding author) Department of Business Administration, Fatima Jinnah Women University Rawalpindi, Pakistan Email: [email protected] C. Gopinath Strategy & International Business Department, Sawyer Business School, Suffolk University Boston, USA Email: [email protected] Abstract In this study impact of injustice on work stress and counterproductive work behavior (CWB’s) was examined. The mediating role of work stress in the relationship of injustice and both active and passive CWB’s has been explored. Injustice contains three dimensional construct (distributive, procedural and interactional) while CWB’s were analyzed through production deviance as active CWB and withdrawal as passive CWB. Data were collected from 249 middle level managers from five different banks through a structured questionnaire. The purposed model was analyzed using Structural Equation Modeling (SEM) technique. Results revealed that all three dimensions of injustice have direct impact on work stress and indirect impact on production deviance and withdrawal behavior. Injustice creates stress and can have negative impact on behaviors of employees. Hence, employers should focus on providing justice not only for stress less work environment but also for positive behavior of employees. Key Words: injustice, counterproductive work behavior, work stress, structural equation modeling, production deviance, withdrawal 1. Introduction There has been a growing amount of research on organizational justice in the past two decades (Moorman, 1991). It can be described as fairness in the workplace. Literature on organizational justice has progressed steadily since Adams (1963) introduced the concept of inequity in distributive situations. -
Abusive Supervision and Workplace Deviance and the Moderating Effects of Negative Reciprocity Beliefs
Journal of Applied Psychology Copyright 2007 by the American Psychological Association 2007, Vol. 92, No. 4, 1159–1168 0021-9010/07/$12.00 DOI: 10.1037/0021-9010.92.4.1159 Abusive Supervision and Workplace Deviance and the Moderating Effects of Negative Reciprocity Beliefs Marie S. Mitchell and Maureen L. Ambrose University of Central Florida In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees’ reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypotheses. The implications of the results for understanding destructive behaviors in the workplace are examined. Keywords: abusive supervision, workplace deviance, reciprocity In the last decade, there has been increased interest in harmful standing employee reactions. From a justice perspective, employ- or destructive behaviors in organizations. Much of this research ees react to the perceived unfairness of the abusive supervisor’s focuses on deviant behaviors of employees. (See Bennett & Rob- behavior. When employees feel they are treated unfairly, positive inson, 2003, for a review.) However, recently, research has exam- attitudes and behavior suffer (Tepper, 2000; Tepper et al., 1998). ined destructive behaviors managers commit—specifically, abu- Researchers also have used reactance theory as a foundation for sive supervision (e.g. -
Workplace Aggression, Safety Performance, and Safety Outcomes
Wayne State University Wayne State University Theses 1-1-2016 Workplace Aggression, Safety Performance, And Safety Outcomes, Mediated By Burnout And Moderated By Psychological Capital (psycap) Daniel Wiegert Wayne State University, Follow this and additional works at: http://digitalcommons.wayne.edu/oa_theses Part of the Other Psychology Commons Recommended Citation Wiegert, Daniel, "Workplace Aggression, Safety Performance, And Safety Outcomes, Mediated By Burnout And Moderated By Psychological Capital (psycap)" (2016). Wayne State University Theses. Paper 513. This Open Access Thesis is brought to you for free and open access by DigitalCommons@WayneState. It has been accepted for inclusion in Wayne State University Theses by an authorized administrator of DigitalCommons@WayneState. WORKPLACE AGGRESSION, SAFETY PERFORMANCE, AND SAFETY OUTCOMES, MEDIATED BY BURNOUT AND MODERATED BY PSYCHOLOGICAL CAPITAL (PSYCAP) by DANIEL WIEGERT THESIS Submitted to the Graduate School of Wayne State University Detroit, Michigan in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE 2016 MAJOR: PSYCHOLOGY (INDUSTRIAL/ORGANIZATIONAL) Approved by: _________________________________________ Advisor Date © COPYRIGHT BY DANIEL WIEGERT 2016 All Rights Reserved DEDICATION To my beautiful wife. Without your love and support this wouldn’t have been possible. ii ACKNOWLEDGMENTS I would like to express my special appreciation and thanks to my advisor Dr. Alyssa McGonagle, your guidance and assistance has been instrumental in my success. I would also like to thank my committee members, Dr. Boris Baltes and Dr. Marcus Dickson, for your brilliant comments and suggestions. I would also like to thank Dr. Lisa Kath for her enduring and unstoppable mentorship and guidance. Finally, thank you to Dr. Sandy Hershcovis and Dr. -
Gender Differences in Subtypes of Workplace Aggression Zhiqing Zhou University of South Florida, [email protected]
University of South Florida Scholar Commons Graduate Theses and Dissertations Graduate School January 2012 Gender Differences in Subtypes of Workplace Aggression Zhiqing Zhou University of South Florida, [email protected] Follow this and additional works at: http://scholarcommons.usf.edu/etd Part of the Psychology Commons Scholar Commons Citation Zhou, Zhiqing, "Gender Differences in Subtypes of Workplace Aggression" (2012). Graduate Theses and Dissertations. http://scholarcommons.usf.edu/etd/4423 This Thesis is brought to you for free and open access by the Graduate School at Scholar Commons. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Scholar Commons. For more information, please contact [email protected]. Gender Differences in Subtypes of Workplace Aggression by Zhiqing Zhou A thesis submitted in partial fulfillment of the requirements for the degree of Masters of Arts Department of Psychology College of Arts & Sciences University of South Florida Major Professor: Paul Spector, Ph.D. Michael Brannick, Ph.D. Jennifer Bosson, Ph.D. Date of Approval: August 31, 2012 Keywords: physical, verbal, direct, indirect, active, passive, interpersonal, organizational Copyright © 2012, Zhiqing Zhou DEDICATION I would like to dedicate this thesis to my family who has supported me in every way they could. Without their trust and encouragement, I couldn’t overcome all the difficulties with unchanging hope. I would like to thank my advisor, Dr. Paul Spector, who has supported and guided me not only on my education, skill development, and research, but also in my career preparation. He has provided me valuable feedback and help throughout this project and on many other projects. -
Examining the Relationship Between Organizational Justice and Job Performance
Examining the Relationship between Organizational Justice and Job Performance Ramesh Krishnan, Koe Wei Loon, Nur Azreen Farihah binti Ahmad, Nur Alim Syakri Yunus To Link this Article: http://dx.doi.org/10.6007/IJARBSS/v8-i3/3942 DOI: 10.6007/IJARBSS/v8-i3/3942 Received: 25 Feb 2018, Revised: 23 Mar 2018, Accepted: 28 Mar 2018 Published Online: 30 Mar 2018 In-Text Citation: (Krishnan, Loon, Ahmad, & Yunus, 2018) To Cite this Article: Krishnan, R., Loon, K. W., Ahmad, N. A. F. binti, & Yunus, N. A. S. (2018). Examining the Relationship between Organizational Justice and Job Performance. International Journal of Academic Research in Business and Social Sciences, 8(3), 484–495. Copyright: © 2018 The Author(s) Published by Human Resource Management Academic Research Society (www.hrmars.com) This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode Vol. 8, No. 3, March 2018, Pg. 484 - 495 http://hrmars.com/index.php/pages/detail/IJARBSS JOURNAL HOMEPAGE Full Terms & Conditions of access and use can be found at http://hrmars.com/index.php/pages/detail/publication-ethics International Journal of Academic Research in Business and Social Sciences Vol. 8 , No.3, March 2018, E-ISSN: 2222-6990 © 2018 HRMARS Examining -
The Relationship Among Interactional Justice, Manager Trust and Teachers' Organizational Silence Behavior
Universal Journal of Educational Research 5(3): 325-333, 2017 http://www.hrpub.org DOI: 10.13189/ujer.2017.050304 The Relationship among Interactional Justice, Manager Trust and Teachers' Organizational Silence Behavior Demet Yangin1, Cevat Elma2,* 1Ministry of National Education, Turkey 2College of Education, Ondokuz Mayıs University, Turkey Copyright©2017 by authors, all rights reserved. Authors agree that this article remains permanently open access under the terms of the Creative Commons Attribution License 4.0 International License Abstract The purpose of this study was to determine survival of an organization in its own environment [3]. For the relationship between the manager trust and interactional this reason, determination of the effect of the concepts of justice perceptions and organizational silence behaviors of trust, justice and silence, which are within the scope of this those teachers who work in primary and secondary schools. research and are highly influenced by human relations, on The research is based on the survey model and the educational organizations may be regarded as beneficial. population consists of 4761 teachers who worked in The concept of trust, which has been a topic of discussion Samsun, Turkey. The sample of the study was chosen from in many studies, has increasingly become a vital issue for 195 primary and secondary schools through a multi-stage those organizations which are in search of adapting to sampling method. The study findings revealed that there advancements and changes in technology [4, 5, 6, 7, 8]. exists a positive and highly significant relationship among Organizational trust, which is a prerequisite for teachers’ interactional justice and their manager trust; a communication and cooperation within an organization, may negative and mid-level significant relationship between be regarded as highly significant for organizational trust and their manager trust and their interactional justice; and a the efficiency of the organization [9, 10, 11, 12, 13]. -
An Upstanding Approach to Address Bullying in Nursing
HEALTHY NURSE An upstanding approach to address bullying in nursing Learn how to become more comfortable with speaking up. By Cynthia Clark, PhD, RN, ANEF, FAAN What hurts the victim most is not the cruelty of the oppressor, but the silence of the bystander. —Elie Wiesel In the end, we will remember not the words of our enemies, but the silence of our friends. —Martin Luther King Jr. GALLUP consistently rates nurses as having the highest standards of honesty and ethics among professions assessed by U.S. adults. Despite this impressive designation, acts of in- civility and bullying persist within nursing, partly because individual workplace bullying incidents aren’t addressed. (See Bullying and group of professionals from intervening on its impact.) Sometimes nurses (and other their colleague’s behalf? Why did they assume healthcare professionals) don’t speak up be- the role of bystander? To understand their lack cause they don’t want to “get involved” even of response, let’s take a closer look at what it when the situation is serious, they worry means to be a bystander or an upstander. about retaliation, or they don’t know what to say. This article describes a bullying scenario, What’s a bystander? including the lack of response to the situation Various terms are used to describe by- by those close to it, why some individuals standers including witnesses, observers, ac- don’t speak up, and how to become an “up- complices, and indirect victims. Regardless of stander” (rather than a bystander). the term, bystanders’ actions and inactions, whether intentional or not, contribute to the The case of the demeaning colleague outcome of an uncivil or bullying event.