Perceived organizational politics, organizational disidentification and counterproductive work behaviour: moderating role of external crisis threats to work

Abstract

Purpose The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work. Design/methodology/approach The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization. Findings Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work. Practical implications This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning. Originality/value This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

Non-Frontline Employees’ Emotional Behavior During Crises: A Comparison Between Essential and Non-Essential Industries

“…Failure to do so may result in the organization's collapse as the consequences intensify over time (Riggio & Newstead, 2023). In addition, past research has found that organizational crises produce generalized negative emotions among corporate members (Ozcelik et al, 2020;Restubog et al, 2020), creating diverse implications for HR management (Carnevale & Hatak, 2020;Clercq & Pereira, 2023;Lloyd et al, 2020).…”

“…Emotions are not just disruptive and maladaptive forces that impact human beings but antecedents of behavioral intentions that reduce the negative states and enhance the positive (Lazarus, 1993;Spector & Fox, 2002). Positive emotions are related to organizational citizenship behaviors, while negative emotions produce counter-productive work behaviors, poor performance, and high turnover (Beetz & Ozcelik, 2021;Clercq & Pereira, 2023;Greenidge & Coyne, 2014;Ozcelik et al, 2020). For instance, greater workplace loneliness drives negative emotions, which relate to less affective commitment to the organization and lower job performance (Ozcelik & Barsade, 2018;Sullivan & Bendell, in press).…”

“…Employees can feel anxious when they judge the organization as not doing enough to solve the crisis or by an "always on duty" work ethic that threatens work-life balance (Jin et al, 2012). Studies conducted on the negative effects of COVID-19 on work suggest that employees who experience anxiety may also experience reduced work engagement and performance (Clercq & Pereira, 2023). 63 (5) | 2023 | 1-21 | e2022-0395 eISSN 2178-938X Positive emotions may seem unwarranted and even inappropriate during a crisis.…”

“…Anxiety can foster negative actions, which may include stealing company resources, hiding mistakes, or intentionally slowing down work. This is because they feel that their jobs are at risk, which may prompt them to act against the interests of their employer (Clercq & Pereira, 2023). Techniques that foster adaptation and resilience must be developed and shared among the organization members so that the accompaniment through the crisis is aimed toward mutual benefits (Antonacopoulou & Georgiadou, 2021;Cénat et al, 2020;Pinnington & Ayoko, 2021;Sommer et al, 2016).…”

Comportamento Emocional De Funcionários Fora Da Linha De Frente Durante Crises: Uma Comparação Entre Indústrias Essenciais E Não Essenciais

“…Não fazer isso pode resultar no colapso da organização, pois as consequências se intensificam com o tempo (Riggio & Newstead, 2023). Além disso, pesquisas anteriores descobriram que as crises organizacionais produzem emoções negativas generalizadas entre os membros corporativos (Ozcelik et al, 2020;Restubog et al, 2020), criando diversas implicações para a gestão de RH (Carnevale & Hatak, 2020;Clercq & Pereira, 2023;Lloyd et al, 2020).…”