(Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice

Jacobs, Gabriele; Belschak, Frank D.; Hartog, Deanne N. Den

doi:10.1007/s10551-013-1687-1

Cited by 63 publications

(69 citation statements)

References 86 publications

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“…For instance, the concepts of justice and accuracy are to be emphasized in schools (Hoy & Tarter, 2004). Justice perceptions are related to ethical and unethical forms of work behaviors (Jacobs, Belschak, & Den Hartog, 2014). Organizational justice deals with the employees' justice perception of rewards, outcomes, taking decisions and participating in a decision-making process (Byrne & Cropanzano, 2001).…”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Academic Staff’s Perceptions of Organizational Justice and Organizational Citizenship Behaviors

Buluç¹

2015

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Abstract:The purpose of this study is to determine the relationship between academic staff's perceptions of organizational justice and organizational citizenship behaviors. The study sample included 295 academic staff members from eight faculties of a state university in Ankara, which was chosen through random and cluster sampling techniques. Organizational Justice Scale was used in order to determine the level of organizational justice behaviors, whereas Organizational Citizenship Scale was used in order to determine the level of organizational citizenship behaviors of academic staff. Pearson Moment correlation coefficient and regression analysis were used in analyzing the data. The main findings of the study indicated that there is a positive and significant correlation between organizational justice and organizational citizenship behaviors of academic staff.

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Section: Introductionmentioning

confidence: 99%

The Relationship Between Academic Staff’s Perceptions of Organizational Justice and Organizational Citizenship Behaviors

Buluç¹

2015

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“…LoPresto, 1986;Longenecker -Ludwig, 1990;Jacobs et al, 2014), vagy egy (tágabb vagy szűkebb) problémakörre koncentrálnak, mint például kiszervezés hatása (Park -Hollinshead, 2011). A harmadik csoportba tartozó vizsgálatok egy-egy etikai alapelvhez (mint például igazságosság, méltányosság) köthető problémákat azonosítanak és elemeznek (Ribeiro -Smemdo, 2014;Pichler et al, 2016;Sung et al, 2017), megint mások a HR-szerepben, szerephez köthető etikai ellentmondásokat, konfliktusokat, jelenségeket gyűjtik ösz-sze és elemzik (Wooten, 2000;Orlitzky -Swanson, 2006;De Cremer, 2009).…”

Section: Vétkesek Közt Cinkos Aki Néma? Magyar Hr-szakemberek Tipikuunclassified

Vétkesek közt cinkos, aki néma? Magyar HR-szakemberek tipikus etikai dilemmái

Csillag¹

2018

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“…Jacobs, Belschak, and Hartog (2014) have conducted CWB research among the members of police force. Jacobs et al (2014) stated that perceived supervisor and organizational support are the mediators between justice perceptions and CWB (unethical work behavior) in the police force. That is, participants tended to perform CWB when participants perceived that perceived supervisor and organizational support were at lower levels.…”

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confidence: 99%

“…That is, participants tended to perform CWB when participants perceived that perceived supervisor and organizational support were at lower levels. Based on the research by Jacobs et al (2014), it can also be interpreted that perceived supervisor and organizational support play more roles in explaining CWB, rather than justice perception factor.…”

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confidence: 99%

“…By revealing the significant aspects of QWL in explaining CWB among the members of police force, this study was expected to be the basis of policy/intervention program formulation for the POLRI organization. The efforts to reduce CWB based on research were: creating policies (regulations) that prevent CWB (Boye & Jones, 1997); organizational restructuring that lead to team work (organic structure; Kessler, 2007); treating employees fairly (interactional/justice policy; Chang & Smithikrai, 2010); providing supervisory support to subordinates (social support from supervisor; Sakurai & Jex, 2012); reducing job stressors (Brown, 2012); providing organizational support (Jacobs, Belschak, & Hartog, 2014); and providing a constructive feedback to those who commit CWB (Suyasa, 2015).…”

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confidence: 99%

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The Role of Quality of Work Life as a Predictor of Counterproductive Work Behavior

Suyasa

2017

ANIMA IPJ

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Counterproductive work behavior (CWB) is work behavior that violates the rules/norms (written or unwritten) that could potentially harm an organization or members of an organization. This study aimed to explain CWB based on the condition of the quality of work life (QWL). CWB can be negative behavior towards co-workers/supervisors/subordinates in the workplace (CWB-I) and can be either negative behavior towards tasks/rules/organizational system (CWB-O). Participants in this study were the members of National Police. The number of participants was 305 people. Based on the analysis, the better the quality of relationships with supervisors (supervisory), the implementation of work culture (constitutionalism), the quality of relationships with co-workers (co-worker), and the quality of tasks/ responsibilities (promotion), the lower the CWB-I. Meanwhile, the lower levels of CWB-O were predicted by the promotion of quality of relationships with supervisors (supervisory). The study raised a further question concerning why the higher quality of/balance between work and private life (work life balance) led into the higher levels of CWB-I.Keywords: counterproductive work behavior, interpersonal behavior, organizational system, quality of work life, supervisoryCounterproductive work behavior (CWB) adalah perilaku kerja yang melanggar aturan/norma (baik tertulis maupun tidak tertulis) yang berpotensi merugikan organisasi atau anggota organisasi. Penelitian ini bertujuan untuk menjelaskan CWB berdasarkan kondisi quality of work life (QWL). CWB dapat berupa perilaku negatif terhadap rekan/atasan/bawahan di tempat kerja (CWB-I) dan dapat berupa perilaku negatif terhadap tugas/aturan/sistem organisasi (CWB-O). Partisipan pada penelitian ini (N = 305) adalah anggota Kepolisian. Berdasarkan hasil analisis, semakin baik kualitas hubungan dengan atasan (supervisory), penerapan budaya kerja (constitutionalism), peningkatan kualitas hubungan dengan rekan kerja (coworker), dan peningkatan kualitas tugas/jawab (promotion), maka semakin rendah CWB-I. Adapun rendahnya CWB-O, dapat diprediksi melalui kondisi peningkatan kualitas hubungan dengan atasan (supervisory). Penelitian ini menimbulkan pertanyaan lebih lanjut, mengapa semakin tinggi kualitas/keseimbangan antara pekerjaan dan kehidupan pribadi (work life balance), justru semakin tinggi CWB-I.

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(Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice

Cited by 63 publications

References 86 publications

The Relationship Between Academic Staff’s Perceptions of Organizational Justice and Organizational Citizenship Behaviors

The Relationship Between Academic Staff’s Perceptions of Organizational Justice and Organizational Citizenship Behaviors

Vétkesek közt cinkos, aki néma? Magyar HR-szakemberek tipikus etikai dilemmái

The Role of Quality of Work Life as a Predictor of Counterproductive Work Behavior

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