Counterproductive Work Behavior (CWB) in Response to Job Stressors and Organizational Justice: Some Mediator and Moderator Tests for Autonomy and Emotions

Four-quadrant investigation of job-related affects and behaviours

“…The present studies share with others in the area (e.g., Binnewies, Sonnentag, & Mojza, 2009;Dalal et al, 2009;Foo et al, 2009;Fox et al, 2001;Tsai et al, 2007) a restriction to behaviours reported by respondents themselves. Issues of common-method variance are undoubtedly of concern in these cases.…”

“…On the other hand, negative work behaviours include effort withdrawal or disengagement, theft, sabotage, workplace violence, bullying, incivility, and other "counterproductive" activities. Those harm the organization, either directly by affecting its functioning or property or indirectly by reducing the effectiveness of other employees (Fox, Spector, & Miles, 2001). …”

Stress and Dissatisfaction in the Air Force's Remotely Piloted Aircraft Community: Focus Group Findings

“…Employee perceptions about the fairness of an organization's policies and practices (Greenberg and Colquitt, 2005;Fox, Spector, and Miles, 2001;CohenCharash and Spector, 2001;Marcus and Schuler, 2004), the ability to balance the demands of work and family (Allen et al, 2000;Major, Klein, and Ehrhart, 2002), and job satisfaction (Spector, 1997) are all factors that can have negative consequences for individuals and organizations.…”

Identifying Key Workplace Stressors Affecting Twentieth Air Force: Analyses Conducted from December 2012 Through February 2013

“…As employees are afforded different levels of resources and control in the workplace through the role(s) they hold, work demands will bring about differing levels of stress. Control over the work that is done, including autonomy over tasks or control of resources, can be closely related to the stress and well-being that are experienced in response to work demands (Fox, Spector, and Miles, 2001). When individuals have low levels of control, this can drive feelings of reduced personal accomplishment and inefficacy, which can eventually lead to burnout (Maslach, Schaufeli, and Leiter, 2001).…”

“…That is, when employees encounter what they perceive to be injustice (e.g., unfair compensation, lack of respect), they may take actions to help to restore justice by acting in ways that intentionally hurt an organization (Fox, Spector, and Miles, 2001;Cohen-Charash and Spector, 2001;Marcus and Schuler, 2004). Perceptions of justice are divided into three distinct types: distributive justice (fairness of distributions of rewards or resources); procedural justice (fairness of the way outcomes are determined and whether one has a voice in the process); and interactional justice, which is divided further into interpersonal justice (treating people with dignity and respect) and informational justice (receiving clear explanations about the procedures used to determine an outcome) (Greenberg, 1993;Colquitt, 2001;Fox, Spector, and Miles, 2001;and Morrison and Robinson, 1997). Characteristics of work that may influence perceptions of justice include pay, recognition, time off, promotions, performance evaluations, the hiring process, treatment of minorities, and handling of grievances.…”