Multifoci effects of injustice on counterproductive work behaviors and the moderating roles of symbolization and victim sensitivity

Past research suggests that employees, in response to workplace experiences, selectively engage in targeted counterproductive work behaviors (CWBs). Taking a retributive justice and target similarity perspective, we predict that employee perceptions of unfairness from the organization uniquely predict CWB specifically targeted at the organization whereas employee perceptions of supervisory unfairness uniquely predict CWB specifically targeted at the supervisor. We further hypothesized that moral identity‐symbolization would strengthen these target‐similar relationships. Finally, drawing from the sensitivity to mean intentions model, we hypothesized that victim sensitivity would not only strengthen these target‐similar relationships but also lead to cross‐foci effects of multifoci fairness perceptions on targets of CWB. Results from 3 field studies of full‐time employees provided support for most of our hypothesized relationships.     

Job stress,incivility, and counterproductive work behavior (CWB): the moderating role of negative affectivity

The current study was designed to replicate findings from previous research regarding the relationships between job stressors, negative affectivity, and counterproductive work behavior (CWB) using peer‐reported data and to assess the effects of workplace incivility on employee satisfaction and CWB. Results indicate that incivility, organizational constraints, and interpersonal conflict were negatively related to job satisfaction and positively related to CWB. Support was also found for the role of negative affectivity as a moderator of the relationship between job stressors and CWB, although only one significant moderator was found using peer‐reported CWB. In general, the relationships between job stressors and CWB were stronger for individuals high in negative affectivity than for individuals low in negative affectivity. Copyright © 2005 John Wiley & Sons, Ltd.     

Feeling insulted? Examining end‐of‐work anger as a mediator in the relationship between daily illegitimate tasks and next‐day CWB

In this daily diary study, we investigated the within‐person relationship between daily illegitimate tasks and next‐day counterproductive work behavior (CWB). We explored a moderated mediation model where the link between illegitimate tasks and CWB is mediated by daily end‐of‐work anger, with daily time pressure moderating the relationship between illegitimate tasks and end‐of‐work anger. We collected data from 114 full‐time employees across 10 consecutive working days. Results showed that within individuals, daily illegitimate tasks positively predicted next‐day CWB, and the relationship was mediated by daily end‐of‐work anger. Further, daily time pressure moderated the relationship between daily illegitimate tasks and daily end‐of‐work anger with the relationship being stronger when daily time pressure was high.     

Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behavior

In this paper, we examine the effects of leadership consideration and structure on two important organizational behavior outcomes: employee perceptions of organizational justice and counterproductive work behavior (CWB). We examine these effects across two studies using multisource data (employees and supervisors in Study 1; employees and coworkers in Study 2). Results reveal that consideration and structure have distinct effects across distributive, procedural, informational, and interpersonal dimensions of justice. Moreover, results suggest that consideration and structure have multiplicative effects on employee CWB. We find the highest levels of CWB among employees of supervisors who exhibit high structure and low consideration. Interestingly, results also suggest that the effects of structure on CWB may be curvilinear (u‐shaped) such that moderate levels of structure are associated with the lowest levels of CWB. We discuss implications for future consideration and structure research as well as managerial practice. Copyright © 2012 John Wiley & Sons, Ltd.     

Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation

Focusing on the role of emotions in understanding employee behavior, the present study identifies employees' emotional reactions toward innovation as a mediating process that explains the effects of institutional environment on collective innovation use in work units. We further employed the appraisal theory of emotion and affective events theory (AET) to conceptualize the relationships between cognitions and emotions involving innovation. This expanded conceptual model was tested using multi‐source data from 1150 employees and managers of 81 branches of a Korean insurance company that were implementing a new practice called Life‐Long Learning. Two contextual factors (management involvement and training for innovation) significantly predicted employees' collective cognitive appraisal of the innovation (perceived usefulness and perceived ease of use). Collective cognitive appraisal in turn predicted employees' positive and negative emotions toward the innovation, which completely mediated the effects of contextual factors and cognitive appraisal on implementation effectiveness (consistent and committed use of the innovation in the branch). This study highlights the critical role of emotions in the context of innovation implementation, and shows the need for greater attention to emotional processes in examining organizational innovations. Copyright © 2010 John Wiley & Sons, Ltd.     

Daily shifts in regulatory focus: The influence of work events and implications for employee well‐being

Although theory suggests that regulatory focus fluctuates within person and such fluctuations impact employee well‐being, there is little empirical investigation of such propositions. These are important research questions to address because work events may elicit within‐person fluctuations in regulatory focus, which can then affect well‐being. The primary purpose of this study is to examine specific predictors of daily regulatory focus at work and the foci's impact on employee well‐being at work and home as indicated by mood and psychosomatic complaints, respectively. We present and test an overarching theoretical framework that integrates conservation of resources theory, the cognitive‐affective processing system framework, and regulatory focus theory to delineate why and when work events affect regulatory focus and how the foci affect well‐being. Consistent with our expectations, we found that positive work events positively predicted daily promotion focus, but this effect was weaker when employees had high‐quality relationships with leaders. Furthermore, daily regulatory focus was associated with employee well‐being (mood and psychosomatic complaints) such that (i) promotion focus improved well‐being; (ii) prevention focus reduced well‐being; and (iii) the effects of promotion focus on well‐being were strongest when prevention focus was low. We discuss theoretical and practical implications and offer directions for future research. Copyright © 2016 John Wiley & Sons, Ltd.     

Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review

In this study, meta‐analytic procedures were used to examine the relationships between individual‐level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well‐being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta‐analytic findings indicate that psychological climate, operationalized as individuals' perceptions of their work environment, does have significant relationships with individuals' work attitudes, motivation, and performance. Structural equation modeling analyses of the meta‐analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees' work attitudes. We also found that the James and James ( 1989 ) PC_g model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual‐level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright © 2003 John Wiley & Sons, Ltd.     

Family–work conflict and job performance: A diary study of boundary conditions and mechanisms

In this study, we used a within‐person daily research paradigm to examine the relationship between daily family–work conflict (FWC) and daily job performance. On the basis of theory on dynamic behavior, we hypothesized that concentration serves as a mechanism through which daily FWC impairs daily job performance. We further predicted that psychological detachment from work during time‐off (i.e., mentally switching off) buffers the negative relationship between daily FWC and daily job performance. Ninety‐five employees completed daily surveys over one workweek. Multilevel modeling results showed that daily FWC was negatively associated with daily job performance and that concentration mediated this relationship. Furthermore, general psychological detachment, but not daily psychological detachment, buffered the negative relationship between daily FWC and daily job performance. The current findings suggest that daily FWC has negative performance implications and that the general level rather than the daily level of psychological detachment from work helps alleviate the negative implications. Copyright © 2013 John Wiley & Sons, Ltd.     

Micro‐break activities at work to recover from daily work demands

Recovery literature has focused predominantly on recovery processes outside the workplace during nonwork times. Considering a lack of research on momentary recovery at work, we examined four categories of micro‐break activities—relaxation, nutrition‐intake, social, and cognitive activities—as possible recovery mechanisms in the workplace. Using effort recovery and conservation of resources theories, we hypothesized that micro‐break activities attenuate the common stressor–strain relationship between work demands and negative affect. For 10 consecutive workdays, 86 South Korean office workers (842 data points) reported their specific daily work demands right after their lunch hour (Time 1) and then reported their engagement in micro‐break activities during the afternoon and negative affective state at the end of the workday (Time 2). As expected, relaxation and social activities reduced the effects of work demands on end‐of‐workday negative affect. Nutrition intake of beverages and snacks did not have a significant moderating effect. Post hoc analyses, however, revealed that only caffeinated beverages reduced work demands effects on negative affect. Unexpectedly, cognitive activities aggravated the effects of work demands on negative affect. The findings indicate not only the importance of taking micro‐breaks but also which types of break activities are beneficial for recovery. Implications, limitations, and future research directions are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Navigating uneven terrain: The roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes

Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two‐study investigation examines three levels of LMX differentiation (i.e., individual‐level, meso‐level, and group‐level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and found support for the interactive effect of political skill and individual perceptions of LMX differentiation on LMX quality. We also found partial support for the moderating role of individual‐level LMX differentiation on the indirect effects of political skill on self‐rated task performance and job satisfaction via LMX. In Study 2, we used data from 185 supervisor–subordinate dyads and examined both meso‐level and group‐level LMX differentiation via a multilevel moderated mediation model. Results supported the moderating role of group‐level LMX differentiation and group mean LMX on the indirect effects of political skill on supervisor‐rated task performance and contextual performance/citizenship behavior as well as job satisfaction via relative LMX. Overall, the results suggest that politically skilled employees reap the benefits of LMX differentiation, as they enjoy higher absolute LMX and relative (i.e., to their peers) LMX quality. Copyright © 2016 John Wiley & Sons, Ltd.     

工作环境压力源对煤矿工人反生产行为和安全的影响

为减少煤矿工人因工作压力而产生的不安全行为,进一步预防安全事故的发生,采用问卷调查的方法,探讨工作环境压力源(即物理环境和工作危险)对煤矿工人反生产行为(CWB)和安全的影响,以及一般自我效能感的调节作用。研究共收取有效样本250份。分析表明:工作危险对于煤矿工人的针对组织和针对个人的反生产行为均呈显著正相关;工作危险与受伤呈显著正相关;就工作危险与工人受伤次数间的关系而言,一般自我效能感有调节作用。研究结果表明,煤矿企业可通过减少危险源、开展提升员工自我效能感的培训等措施,来削弱工作环境因素对员工安全生产行为的消极影响。     

Crafting a job on a daily basis: Contextual correlates and the link to work engagement

This study focused on daily job crafting and explored its contextual determinants and one motivational outcome (i.e., work engagement). Job crafting was conceptualized as “seeking resources,” “seeking challenges,” and “reducing demands.” Participants were 95 employees from several organizations who completed a 5‐day diary survey. As hypothesized, we found a 3‐factor structure for the job crafting instrument, both at the general and day levels. We hypothesized and found that the combination of high day‐level work pressure and high day‐level autonomy (active jobs) was associated with higher day‐level seeking resources and lower day‐level reducing demands. Furthermore, we found that day‐level seeking challenges (but not resources) was positively associated with day‐level work engagement, whereas day‐level reducing demands was negatively associated with day‐level work engagement. Findings suggest that job crafting is a daily employee behavior with implications for management practice and future research. Copyright © 2012 John Wiley & Sons, Ltd.     

Overtime work as the antecedent of employee satisfaction,firm productivity,and innovation

Overtime work has been blamed for the deterioration of employee satisfaction and productivity. However, the organization‐level implications of overtime work as a normative expectation remain unclear. In this study, such effects were analyzed through human capital theory and a causal attribution approach. Various organizational outcomes and boundary conditions were explored in explaining these implications. The analysis of time lagged data from 273 firms affirmed that a firm's overtime level was related negatively to employee satisfaction. However, it was positively related to the firm's productivity and curvilinearly (inverted U‐shaped) related to innovation. The effects of the firm's overtime level on firm productivity and innovation were also moderated by organizational trust. This study highlights the costs and benefits of overtime work as tools for utilizing human capital and reveals the critical contingency of organizational trust that enables firms to attenuate the costs of the overtime level and accentuate its potential benefits.     

Need for recovery after emotional labor: Differential effects of daily deep and surface acting

This diary study examines the psychological processes that contribute to daily recovery from emotional labor by combining emotion regulation with work‐home resources theories. We hypothesized that overall perceptions of display rules relate positively to daily deep and surface acting. Daily surface acting was expected to relate positively to exhaustion and negatively to flow during work and consequently, to a higher need for recovery at the end of the workday. In contrast, daily deep acting was hypothesized to relate positively to flow and negatively to exhaustion and consequently, to a lower need for recovery at the end of the workday. In turn, need for recovery was expected to associate negatively to vigor at bedtime through reduced relaxation during leisure. Fifty Dutch and Polish employees first filled in a survey, and then a diary for five consecutive workdays, twice per day: at the end of the workday and before sleep. Multilevel path analyses largely supported these hypotheses suggesting that surface acting has unfavorable implications, whereas deep acting has favorable implications for daily well‐being at work and recovery after work.     

A double‐edged sword: The moderating role of conscientiousness in the relationships between work stressors,psychological strain,and job performance

Although conscientiousness was commonly viewed as a type of personal resource to help individuals reduce strain or mitigate the impacts of stressors, empirical research demonstrated mixed results. Based on the personal resource allocation perspective, we posited that rather than functioning as personal resource per se, conscientiousness may act as a key factor influencing how individuals allocate their personal resources. The current study examined the moderating roles of conscientiousness in the relationships that work stressors (i.e., challenge stressors and hindrance stressors) have with employee psychological strain and job performance by using multi‐source, time‐lagged data collected from 250 employees working at two companies. The results showed that both challenge stressors and hindrance stressors were positively related to psychological strain. Conscientiousness moderated the relationships between both stressors and psychological strain, such that the positive relationships were stronger for individuals with high conscientiousness. Conscientiousness also moderated the relationship between challenge stressors and performance, such that the relationship was positive for individuals with high conscientiousness but negative for those with low conscientiousness. Altogether, the findings suggest that conscientiousness acts as a double‐edged sword that both promotes performance and exacerbates the stress reaction of employees when they are confronted with stressful situations. Copyright © 2014 John Wiley & Sons, Ltd.     

When the abuse is unevenly distributed: The effects of abusive supervision variability on work attitudes and behaviors

The present study examined the consequences of a dispersion‐based conceptualization of unit‐level abusive supervision or abusive supervision variability. Abusive supervision variability was proposed to negatively affect a number of employee attitudes and behaviors through the mediating effects of interpersonal justice climate strength. The results revealed significant cross‐level effects such that abusive supervision variability was negatively related to individual perceptions of leader ethicality, organizational ethicality, leader satisfaction, and affective organizational commitment. These effects remained robust after controlling for individual‐level abusive supervision. Abusive supervision variability was also positively related to the frequency with which unit members as a whole engaged in counterproductive work behaviors. Last, the results revealed partial support for the mediating effects of interpersonal justice climate strength. In sum, the findings highlight the importance of examining abusive supervision at both the individual and unit levels of analyses. Copyright © 2012 John Wiley & Sons, Ltd.     

Does process fairness affect job performance? It only matters if they plan to stay

Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the organization than for those who intended to leave. Copyright © 2012 John Wiley & Sons, Ltd.     

Underemployment,job attitudes,and turnover intentions

We surveyed three distinct samples of employees (Ns of 238, 102, and 981) in order to examine relations among various types of underemployment, job satisfaction, organizational commitment, and turnover intentions. Each dimension of underemployment is explored as a case of poor person‐job fit, and the fit literature is used to produce hypotheses about these relations. We also developed and validated the 9‐item Scale of Perceived Overqualification (SPOQ) to tap employee perceptions of surplus education, experience, and KSAs (knowledge, skills, and abilities). In general, perceptions of underemployment were associated with poor job satisfaction, particularly for facets with a direct causal relationship with the specific dimension of underemployment, such as overqualification and satisfaction with work. Perceived overqualification was also related to lower affective commitment, and higher intentions to turnover. For part‐time work, negative attitudes were only found when employees expressed a preference for full‐time work; a similar trend was not found for temporary workers, however. Implications for theory, research, and practice are delineated. Copyright © 2006 John Wiley & Sons, Ltd.     

The two faces of high self‐monitors: Chameleonic moderating effects of self‐monitoring on the relationships between personality traits and counterproductive work behaviors

This study examines whether and how self‐monitoring moderates the relationships between two personality traits (agreeableness and conscientiousness) and counterproductive work behavior directed toward the organization (CWB‐O) and toward other employees (CWB‐I). High self‐monitors strive to attain personal goals related to status and prestige enhancement by adjusting their behavior to what the situation requires or allows for. We propose that the status enhancement motive can take on two different yet related forms—impression management (interpersonal potency) and opportunism (win‐at‐all‐costs)—depending on relevant situational cues. We hypothesize that in public, interpersonal settings where their behavior is visible to others, high self‐monitors' desire to enhance their status by looking good to others suppresses the natural expression of low agreeableness via increased engagement in CWB‐I. Conversely, we hypothesize that in private, non‐interpersonal settings where their behavior is rarely visible to others, high self‐monitors' desire to enhance their status by doing whatever it takes to get what they want intensifies the natural expression of low conscientiousness via increased engagement in CWB‐O. On the basis of two independent samples of participants, results of moderated multiple regression analyses provided support for the hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.     

Feeling bad: antecedents and consequences of negative emotions in ongoing change

This paper examines how and why ongoing organizational change is experienced emotionally on an everyday basis and identifies important consequences of such emotional experiences. Three main antecedents to negative emotions in ongoing change are proposed: perceptions of an insecure future; perceptions of inadequate working conditions; and perceptions of inadequate treatment by the organization. Two outcome variables are identified: trust in the organization and withdrawal from the organization. The model is tested with cross‐sectional and follow‐up data from a field study. Regression and path analysis reveal that: a) ongoing changes are associated with negative emotions; b) this relationship between ongoing changes and emotions is mediated by the three proposed antecedents; and c) negative emotions predict employee lack of trust and employee withdrawal, both immediately and one month later. Copyright © 2005 John Wiley & Sons, Ltd.