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Conceptualizing the Role of Severity in Counterproductive Work Behavior: Predicting Employee Engagement in Minor and Severe CWBs
Title
Conceptualizing the Role of Severity in Counterproductive Work Behavior: Predicting Employee Engagement in Minor and Severe CWBs.
Creator
Ciarlante, Katherine, Shoss, Mindy, Bennett, Rebecca, Jex, Steve, University of Central Florida
Abstract / Description
Counterproductive work behaviors (CWBs) have been identified as pervasive employee behaviors with the potential to cause significant harm in the workplace (e.g., Sackett (&) DeVore, 2001). Because of the considerable threat CWBs pose to organizational and employee well-being, a literature has emerged to better understand the structure of these behaviors and identify the factors and conditions that effect employee engagement in counterproductive acts. While past research has distinguished...
Show moreCounterproductive work behaviors (CWBs) have been identified as pervasive employee behaviors with the potential to cause significant harm in the workplace (e.g., Sackett (&) DeVore, 2001). Because of the considerable threat CWBs pose to organizational and employee well-being, a literature has emerged to better understand the structure of these behaviors and identify the factors and conditions that effect employee engagement in counterproductive acts. While past research has distinguished between types of CWBs, i.e., theft, sabotage, withdrawal, less attention has been paid to the specific forms these behaviors take. For example, being two hours late to work is more serious and harmful than being five minutes late, and traditional frequency-based measures fail to distinguish between these behaviors. In order to understand and account for the full range of variation in employee CWBs, research must advance in ways that incorporates severity. The current study introduces a novel conceptualization of CWB severity that distinguishes between intra-behavioral differences and develops modified versions of the CWB-C (Spector et al., 2006; Bennett (&) Robinson, 2000) which assess engagement in low and high severity versions of each CWB. These new measures are utilized to test a hypothesized model of CWB severity that predicts how individual (negative affect) and contextual factors (self-control (&) perceived consequences) interact to predict low and high severity CWBs. This research seeks to expand our understanding of the diverse ways employees respond to stressful work conditions and represents an important first step in identifying the types of employees and work environments that are associated with the most harmful, high severity, CWBs. Implications for future CWB research are discussed.
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Date Issued
2019
Identifier
CFE0007616, ucf:52557
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0007616
Trickle-In Effects: How Customer Deviance Behavior Influences Employee Deviance Behavior
Title
Trickle-In Effects: How Customer Deviance Behavior Influences Employee Deviance Behavior.
Creator
Wo, Xuhui, Ambrose, Maureen, Schminke, Marshall, Taylor, Shannon, Bennett, Rebecca, University of Central Florida
Abstract / Description
Prior research has established trickle-down effects (including trickle-out effects) in organizations, that is, perceptions, attitudes, and behavior may flow downward from an individual at a higher level of the organizational hierarchy (e.g., a supervisor) to another individual at a lower hierarchical level (e.g., a frontline employee), or from a frontline employee to an external member (e.g., a customer). Complementing the extant literature, this dissertation examines trickle-in effects,...
Show morePrior research has established trickle-down effects (including trickle-out effects) in organizations, that is, perceptions, attitudes, and behavior may flow downward from an individual at a higher level of the organizational hierarchy (e.g., a supervisor) to another individual at a lower hierarchical level (e.g., a frontline employee), or from a frontline employee to an external member (e.g., a customer). Complementing the extant literature, this dissertation examines trickle-in effects, specifically, I examine whether customers' interpersonal and organizational deviance behavior will trickle-in through organizational boundary to influence a frontline employee's interpersonal and organizational deviance behavior.Specifically, I propose customers' interpersonal and organizational deviance behavior will trickle-in through organizational boundaries to affect employees' interpersonal and organizational deviance behavior. In addition, I develop a multiple-mediator model to test the different possible mechanisms underlying trickle-in effects: social exchange, social learning, displaced aggression, self-regulation, and social interactionist model. Two studies were conducted to test my propositions. In retail settings, Study 1 finds customers' interpersonal deviance behavior trickled-in through organizational walls to influence employees' interpersonal and organizational deviance behavior through displaced aggression mechanism. Study 2, collecting data from call centers, demonstrates customers' organizational deviance behavior trickled-in to influence employees' organizational deviance behavior through social learning processes.
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Date Issued
2015
Identifier
CFE0005741, ucf:50082
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0005741