Individual and situational antecedents of counterproductive work behaviors

Counterproductive work behaviors (CWB) are harmful to ­organizations and detrimental to individual and collective performance. Although CWB have been considerably explored in the last decades, few studies have tried to assess the relative influence of their predictors. In this paper, we develop and...

Descripción completa

Detalles Bibliográficos
Autores: Oliveira, Lucia Barbosa de, Moreno Junior, Valter de Assis, Gonçalves, Rodrigo Carneiro
Tipo de recurso: artículo
Estado:Versión publicada
Fecha de publicación:2020
País:Brasil
Institución:Associação Nacional de Pós-Graduação e Pesquisa em Administração (ANPAD)
Repositorio:BAR - Brazilian Administration Review
Idioma:inglés
OAI Identifier:oai:ojs3.bar.anpad.org.br:article/495
Acceso en línea:https://bar.anpad.org.br/index.php/bar/article/view/495
Access Level:acceso abierto
Palabra clave:counterproductive work behaviors
leader-member exchange
organizational justice
personality traits
partial least squares
Descripción
Sumario:Counterproductive work behaviors (CWB) are harmful to ­organizations and detrimental to individual and collective performance. Although CWB have been considerably explored in the last decades, few studies have tried to assess the relative influence of their predictors. In this paper, we develop and test a structural equations model to evaluate the combined effects of two personality traits (agreeableness and neuroticism) and two situational variables (perceived organizational justice and leader-member exchange quality) on CWB. The analysis of data collected from 527 employees of a large Brazilian organization shows that agreeableness, neuroticism, and leader-member exchange quality (LMX) have direct effects on CWB and that LMX fully mediates the influence of organizational justice on the latter. Our findings extend previous models that looked into the Justice-LMX-CWB relationships and highlight the critical role played by leaders in preventing deleterious behaviors. We discuss their implications for research, as well as for human resource management (HRM) practice.