Why older employees engage in less counterproductive work behavior and in more organizational citizenship behavior: Examining the role of the HEXACO personality traits

The Relation Between Organizational Justice and Counter-Productive Work Behavior Among Health Care Professionals in Jimma Zone Public Health Institutions

Background

Counterproductive behavior costs organizations and their members which will ultimately affect work-related outcomes and organizational success. Organizational justice has the potential to affect the level of counter productive behavior. However, there is a paucity of studies to show the link between counterproductive behavior and organizational justice dimensions in the Ethiopian health care system context. Therefore, the purpose of this research was to look into the link between organizational justice, and counterproductive work behavior among health care professionals.

Methods

The 395 study participants were chosen using a facility-based cross-sectional study methodology. A proportionate stratified systematic random sampling technique was deployed to select study participants from health facilities. Data was gathered using a structured self-report questionnaire by CWB Scale that was developed by Spector and Fox (2005) with Cronbach's alpha of an average of (0.84-0.87). Data was obtained, cleaned, and entered by Epidata3.1. Finally, for descriptive and inferential statistical analysis, the data was exported to SPSS version 23.0.

Results

According to the findings, 159 (40.3%) of the study participants engaged in counterproductive job activities. Organizational justice was assumed to be fair by about half of the respondents, 202 (52.2%). Distributive Justice (=-0.141, p.05) was found to be a significant and negative predictor of counterproductive work behavior in the regression analysis. Age (β=-0.014, p< 0.05), the average number of hours worked every week (β=-0.009, p< 0.05), and experience (β=0.016, p< 0.05) were found to be significant predictors of the counterproductive work behaviors.

Conclusion and Recommendation

This study indicated that distributive justice show significant contribution in reduction of counterproductive work behaviour.As a result, improving organizational justice can aid to reduce counterproductive work behavior which in turn increases the facility's productivity.

Dynamic Computational Theory Construction and Simulation for the Dynamic Relationship Between Challenge Stressors and Organizational Citizenship Behaviors

This study explores the dynamic feature of organizational citizenship behaviors under the condition of challenge stressors, as this has not been addressed by previous research. Combining the cybernetic theory of stress and social exchange theory, this study builds a dynamic computational model regarding the circular causality between challenge stressors and organizational citizenship behaviors. By conducting a series of simulation experiments, we validated and demonstrated important questions regarding organizational citizenship behaviors. Specifically, when both the initial value of challenge stressors and the importance of challenge appraisal are higher, organizational citizenship behaviors tend to show a sharped inverted U shape (i.e., organizational citizenship behaviors increase and decrease rapidly) at the early stage. When both the equilibrium level of job satisfaction and the initial value of challenge stressors are higher, organizational citizenship behaviors will show an inverted N shape over time. The number and frequency of assigned challenge tasks have an interactive effect on the accumulation of organizational citizenship behaviors within a period. Our theory contributes to identifying the dynamic relationship between challenge stressors and organizational citizenship behaviors. Findings from dynamic computational theory can offer suggestions for managers to encourage employees’ engagement in organizational citizenship behaviors.

Family Supportive Leadership and Counterproductive Work Behavior: The Roles of Work-Family Conflict, Moral Disengagement and Personal Life Attribution

Counterproductive work behavior (CWB) is one of the most common behavioral decisions of employees in the workplace that negatively impacts the sustainable development of enterprises. Previous studies have shown that individuals make CWB decisions for different reasons. Some individuals engage in CWB due to cognitive factors (i.e., perceived organizational justice and psychological contract breakdown), whereas others engage in CWB in response to leadership behaviors (i.e., abusive management). The conservation of resources (COR) theory holds that individuals have the tendency to preserve, protect and acquire resources. When experiencing the loss of resources, individuals will show irrational and aggressive behaviors in order to regain resources. When obtaining resources, individuals' tension and pressure will be relieved. To maintain or continue obtaining resources, individuals will show more positive work attitudes and behaviors. Therefore, using the COR theory as the main theoretical framework, this study explores a serial mediation model between family supportive leadership and CWB through work-family conflict and moral disengagement, moderated by personal life attribution. A three-wave survey of 251 medical workers from three hospitals found that family supportive leadership can reduce employees' perceived work-family conflict, which leads to less moral disengagement, resulting in lower CWB. Personal life attribution strengthens the negative indirect effect of family supportive leadership on CWB by reinforcing the negative association between family supportive leadership and work-family conflict. This study uses the COR theory to explore the mechanism and boundary conditions of family supportive leadership and CWB from the perspective of negative work-family relationship, which enrichis the research content of existing theories. Moreover, this study has important guiding significance for managers to take effective measures to reduce CWB.

Why and When Do Good Soldiers Behave Unethically? Introducing Conservation of Resources Theory to Explain the Curvilinear Effects of Organizational Citizenship Behavior

Previous research about organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) has produced contradictory results. Drawing from the conservation of resources (COR) theory, the present study tries to explain the contradictory findings by examining the curvilinear relationship between OCB and CWB. Using data collected at three time points from 426 employees and 110 supervisors in Chinese companies, data analysis shows that OCB has an inverted U-shaped relationship with CWB. The results also demonstrate that citizenship fatigue mediates the relationship between OCB and CWB, perceived organizational support (POS) moderates the relationship between OCB and citizenship fatigue. In addition, POS moderates the mediating effect of citizenship fatigue in the inverted U-shaped curvilinear relationship between OCB and CWB. This mediating effect is stronger under conditions of low POS than high POS. The findings present a complementary explanation of the conflicting relationships between OCB and CWB.