Minimizing counterproductive work behaviors

Abstract

Purpose The purpose of this paper is not only to investigate the impact of self-determined motivation on counterproductive work behaviors (CWBs), but also to examine the moderating role of perceived job insecurity in CWB. Design/methodology/approach This study utilized Partial Least Squares analysis to examine the data. In total, 292 private bank employees that experienced bank mergers and acquisitions before were invited to participate in this study. Findings The study findings have indicated that perceived autonomy will be positively linked to perceived competence and relatedness, and perceived competence and relatedness will be negatively associated with organizational and interpersonal CWB. Moreover, it has been found that perceived job insecurity could play a key role in moderating the link between self-determined motivation and CWB. Originality/value Although several researchers have highly focused on the critical roles of self-determined motivation and perceived job insecurity in organizational competitiveness, little is known about whether perceived job insecurity could play a key role in moderating the relationship between self-determined motivation and CWBs.

Surviving remotely: How job control and loneliness during a forced shift to remote work impacted employee work behaviors and well‐being

“…This suggests that employee perceptions of job control and loneliness following the change to remote work was related to minor deviance directly and did not rely on burnout or feelings of low work‐life balance as predicted, even though these variables were correlated with CWBs ( r = 0.25, p < 0.01 and r = −0.22, p < 0.01, respectively). This direct effect is consistent with prior research findings of counterproductive work behaviors during organizational change (Huang et al, 2017), potentially indicating that when employees are situated in the macro‐environment that is threatening and unpredictable, it is a more impactful trigger of CWBs than micro‐level (individual) drivers. It also demonstrates the importance of promoting job control and helping employees stay connected when working remotely, especially amid crisis and uncertainty.…”

Transformational Leadership, Ethical Leadership, and Participative Leadership in Predicting Counterproductive Work Behaviors: Evidence From Financial Technology Firms

“…Previous researchers have confirmed multiple job-related attitudes can cause CWBs (Shepard and Durston, 1988;Huang et al, 2017), and these job-related attitudes overlap with EE. Indeed, EE includes physical involvement, emotional connection, and cognitive connection to a job, and must contain most job-related attitudes (Macey and Schneider, 2008).…”

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

“…Conversely, several recent studies have adopted an SDT lens to examine the effect of job insecurity (e.g., Refs. [26,31,32,33]. These studies have mainly focused on the frustration of basic psychological needs as the outcome of job insecurity and have rarely explored the role of intrinsic motivation.…”

“…Although recent self-determination theory (SDT) research has begun to attend to the motivational processes underpinning such a relationship, such studies have proposed the frustration of basic psychological needs as the motivational processes that result from job insecurity (e.g., Refs. [26,31,32,33]). Furthermore, self-determined motivation has rarely been explored in the context of job insecurity [31].…”

“…[26,31,32,33]). Furthermore, self-determined motivation has rarely been explored in the context of job insecurity [31]. To fill this research gap, we present SDT as an explanatory framework for the relationship between job insecurity and performance and behavioral outcomes, and we propose intrinsic motivation (i.e., the willingness or desire to increase effort because of work enjoyment [30]) as a crucial mediator that transmits the negative effect of job insecurity to job performance, OCB, and change-oriented OCB [34].…”