Definitions
- CWB= destruktive Behavior towards employer or coworkers that violates organizational norms
o Due to stress/frustration/inequity or/and personality
o Must be volitional/purposeful violation (even if not directly intended to harm)
o Organization targeted vs Individual targeted
Theories about Causes for CWB
- Justice Theory (Greenberg) -> most common
o Feeling of unfairness -> trying to restore justice through CWB
- Social exchange Theory (Blau)
o If costs outweigh benefits of interaction /employees behavior is not reciprocated -> CWB
- Reactance Theory (Brehm)
o Decision making freedom is limited -> CWB
- Conservation of Resources Theory
o If resources are threatened -> stess/felt need to protect resources -> CWB
- Transactional theory of Stress and Coping (Lazarus)
o Mistreatment -> creates demands/stress response -> aggression withdrawal
§ Stress-Emotion model of CWB = Environmental Stressors -> neg emotion -> CWB
Lateness
- Different research categorizations of lateness
o Benign withdrawal behavior
o Time theft
o Stressor
o Coworker incivility
o Inherent negative message in being late
o Negative inferences about people that are late
- Research findings
o Half of all meetings at least 5 Minutes late (across cultures)
o Starting late =
§ Less satisfying and effective (independent of duration
§ More counterproductive behavior in meeting /negative group dynamics from waiting spill over into meeting
Correlates of CWB
- Individual Differences
o Big Five explain about 18% of CWB Varience
§ Especially conscientiousness and agreeableness (Emotional stability a little)
o HEXACO explain 32% (mostly honesty- humility)
§ Dar Triad overlaps with honesty-humility -> correlates strongly CWB
o Overqualified employees more likely to do CWB
o Demographics only play marinal role
§ Women are less likely
- Correlates: Situational characteristics
o Organizational justice (especially interactional but also distributive and procedural) important
o Social Contagion (Targets of CWB -> do CWB)
o Constructive Leadership = lower CWB
§ Bad is stronger than good effect ? (mistreatment stronger influence than support has pos influence) -> especially strive to avoid mistreatment
- Correlates: Attitudes/Behavior
Interaction of Individual and Situational factors
o Individual differences moderate positive relation stressors -CWB
o Situaltional characteristicst moderate link between differences -CWB
Cost of CWB
- Direct financial costs (approx. 3.6 Billon/5% of revenue)
- Indirect costs
o Reputation loss
o Target of CWB
§ Lower job satisfaction
§ Higher turnover
§ Reduced wellbeing (physical and mental)
§ More likely to show CWB
o Engaging CWB
§ Lower work engagement
§ Lower OCB
§ Lower Job satisfaction
§ Higher conflict, stress and burnout
How to stop CWB
- Personnel selection (filter out people that score low but don’t immediatly hire ppl that score high)
o Integrity tests
o Situational judgement tests (higher criterion validity than personality Test and more Acceptance)
o Don’t select on demographics
- Role of leaders/leadership development
o Enhancing justice (interpersonal and procedural justice have more managerial control)
§ Transparent decisions
§ Show empathy
o Mixed results on sanctions (too harsh can backfire
o Only use surveillance that does not limit sense of autonomy
o Be rolemodel
- Approaching CWB as systemic issue -> use IO Psych knowledge
- Discouraging CWB organizational environment
o Provide different and challenging tasks
o Reduce demands/ give enough time
o Calm relaxed environment
Limitations/Important things to consider of CWB research
- Selfreports
o Social sedirability bias (fear of repercussions or general reluctance
o Common method bias (if CWB and other variable are both assessed with self reports)
- Other-reports
o Social desirability bias (wanting ro be effective leader, liking person a lot, fear of retribution)
o Underreporting CWB
o Might become suspicious of the person to be rated
- Inability to establish causality
o Need assumption that traits are stable
o Particularly troublesome with situational variables
§ Indicators that there is reciprocal relation stress-CWB
§ Experimental manipulation not eathical -> longitudinal studies with within person variations
- Things tat are problem but still don’t undermine conclusions:
o Limited (cross-.cultural) applicability of CWB
o Non equidistant frequency scales
Outlook
- Can CWB be beneficial to those doing it (not in general but in short term or certain circumstances)
- Behavior that violates Norms but does not harm company
Last changed2 months ago
