Counterproductive work behavior among frontline government employees: Role of personality, emotional intelligence, affectivity, emotional labor, and emotional exhaustion

Raman, Ponniah; Sambasivan, Murali; Kumar, Naresh

doi:10.1016/j.rpto.2015.11.002

Cited by 85 publications

(88 citation statements)

References 80 publications

(117 reference statements)

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“…Empirical studies have shown that emotional exhaustion can trigger workplace deviance in employees. (Bolton, Harvey, Grawitch, & Berber, 2012;Raman, Sambasivan, & Kumar, 2016). Trépanier, Fernet, and Austin (2013) found that work engagement decreases as job burnout increases, and the predictive ability of job burnout reached 0.85.…”

Section: Workplace Bullying and Workplace Deviance: The Mediating Effmentioning

confidence: 99%

Workplace bullying and workplace deviance

et al. 2016

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2016),"Workplace bullying and workplace deviance: the mediating effect of emotional exhaustion and the moderating effect of core self-evaluations", Employee Relations: The International Journal , Vol. 38 Iss 5 pp. -Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Section: Workplace Bullying and Workplace Deviance: The Mediating Effmentioning

confidence: 99%

Workplace bullying and workplace deviance

et al. 2016

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“…They include behaviors such as physical and verbal violence and aggression, theft, abusive supervision, withholding effort or information [27], to name just a few. Their presence in organizational settings for years has been a pervasive problem, as of significant economic and social costs connected with deviance at work [28] harming not just employees and organizations but also customers [29].…”

Section: Deviant Workplace Behavior and Its Antecedentsmentioning

confidence: 99%

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

2019

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Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.

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“…Giacalone and Knouse (1990) found that Machs indulge in counterproductive work behaviour (CWB), while Kessler et al (2010) found that Machs do not like to indulge in counter productive work behaviour (CWB). Therefore, this needs to be explored further as counterproductive behaviour, such as theft, absenteeism, misuse of organization assets, and spreading rumours is quite common (Raman, Sambasivan, & Kumar, 2016). Theft alone as CWB costs $10 billion to $200 billion yearly to American organizations (iresearchnet.…”

Section: Maquiavelismo Autonomía En El Puesto Y Conducta Contraprodumentioning

confidence: 99%

Machiavellianism, Job Autonomy, and Counterproductive Work Behaviouramong Indian Managers

Rehman

Shahnawaz

2018

Revista De Psicología Del Trabajo Y De Las Organizaciones

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Christie & Gies (1970) defined Machiavellian as a person who has a cynical worldview, amoral orientation, and uses manipulative tactics to get work done in their favour. Later, Dahling, Whitaker, and Levy (2009) added new dimensions to Machiavellianism, such as seeking control over others and thriving for status for oneself. They have also developed a psychometrically sound tool named Machiavellian Personality Scale (MPS) to incorporate the extended framework of Mach and to overcome the problems of existing highly cited tool Mach IV. Machiavellianism, along with narcissism and psychopathy, forms an umbrella term commonly known as Dark Triad (Paulhus & Williams, 2002). Because of the commonness among them, they have been clubbed together as "dark triad". According to Paulhus and Williams (2002) "To varying degrees, all three entail a socially malevolent character with behaviour tendencies toward selfpromotion, emotional coldness, duplicity, and aggressiveness" (p. 557). Recently, Mededov and Petrovi (2015) added sadism as a fourth dark personality, and together they are termed as Dark Tetrad. Machiavellianism or Machs are usually associated with negative outcomes. They are prone to take revenge (Nathanson, 2008), lie repeatedly (Kashy & DePaulo, 1996), are dissatisfied at work and emotionally distressed (Dahling et al., 2009), and would have high job turnover rates as compared to non Machs (Jones & Paulhus, 2009). Despite these negative outcomes, researchers acknowledge its positive side as well. Rubio (2016) wrote in his blog that despite h t t p : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

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Counterproductive work behavior among frontline government employees: Role of personality, emotional intelligence, affectivity, emotional labor, and emotional exhaustion

Cited by 85 publications

References 80 publications

Workplace bullying and workplace deviance

Workplace bullying and workplace deviance

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

Machiavellianism, Job Autonomy, and Counterproductive Work Behaviouramong Indian Managers

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