A moderated mediation model of counterproductive work behaviour, organisational justice, organisational embeddedness and psychological ownership

Abstract

PurposeThis study aimed to investigate the mechanisms through which organisational justice influences counterproductive work behaviour (CWB). This relationship was explained using a moderated mediation model where organisational embeddedness is a mediator between organisational justice and CWB, while psychological ownership (for the organisation) is a moderator of the relationship between organisational embeddedness and CWB. The conservation of resources (COR) theory was used as the underpinning theory to explain the interrelationships among the constructs.Design/methodology/approachData were collected by administering a quantitative cross-sectional survey to employees of Punjab Police, a large public sector, law enforcement organisation in Pakistan. The study model was analysed using PLS-SEM to address the treatment of higher-order reflective-formative constructs.FindingsThe results showed that organisational justice is positively related to organisational embeddedness, while organisational embeddedness is negatively related to CWB. Organisational embeddedness was found to play a significant role in mediating the negative effects of organisational justice on CWB. Also, psychological ownership moderated the influence of organisational embeddedness on CWB in an interesting fashion. CWB was the highest when both embeddedness and ownership were low; however, CWB was not the lowest when both embeddedness and ownership were high.Research limitations/implicationsReliance on self-report data, not accounting for the community embeddedness and discounting the differential effects of justice dimensions are some of the limitations of the present study. Despite these limitations, this study offers valuable insights into how the occurrence of CWB can be minimised. That is, apart from providing a work environment based on fair procedures and policies, it is critically important to manage the perceptions of embeddedness and psychological ownership of employees.Originality/valueAlthough numerous researchers have studied the link between organisational justice and CWB, few have explored the roles of organisational embeddedness and psychological ownership in this relationship. This study thus posits a novel moderated mediation mechanism, based on the COR theory, through which organisational justice is translated into CWB. Moreover, this study adds value by investigating this model in the police force context, where justice and CWB have important consequences.

Exploratory Study Work Place Ostracism and Counter Productive Work Behavior among Nurses a. A Qualitative Exploratory Study

“…We posit that these sub-themes denote different forms of workplace ostracism that alone or in combination act as sources of deteriorated belongingness and inclusion at work. 11,12,13,15 This description resembles previously suggested definitions of ostracism, such as that of stating that workplace ostracism denotes acts of omission and open exclusionary behavior that "hinders one's ability to establish or maintain positive interpersonal relationships, work-related success, or favorable reputation" at work . 17,19 However, it also offers a more precise account of the behavioral aspects of ostracism apparent when enacted by an immediate leader.…”

“…Investigate the association between workplace ostracism and counterproductive work behaviors as well as the underlying personal and situational contributing factors. 10,11 Many researchers further in their studies were provided a direction to health care organizations towards investing in training and development of their employees regarding effective management of their emotions with theoretical and practical perspectives thereby, strengthening the basic abilities and skills of employees to express reasonable conduct which can leads to improve work performance. 15,16,17 Supporting above evidence another qualitative study findings were quoted, that depicting that ostracism ends up in defensive silences, passes through the exhaustion stage, and promotes social deviances.…”

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“…Psychologically empowered employees are more likely to work for the betterment of their organizations even in a stressful environment; therefore, management is suggested to offer interventions to enhance employees’ psychological empowerment. This can be achieved through systematic changes in the organization, tolerating, carrying (Ghani et al , 2020), providing autonomy to control their schedules, participation in decision-making and delegating controls (Mehmood et al , 2022). At the same time, management should adopt positive leadership because a negative leadership can reduce employees’ psychological empowerment (Liu et al , 2012).…”

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“…Some of the research has shown that perception of justice influence attitudes, thoughts, emotions, and behaviors in the organization. Previous studies have found that CWB is influenced by numerous factors; however, organizational justice has been found to be a consistent predictor (Mehmood et al, 2023). According to the equity hypothesis developed by Al-A'wasa (2018) exposing employees unfair treatment make employee feel dissatisfied with organization.…”