Appraising the nexus between counterproductive work behaviours and organisational efficiency: The way forward
Abstract
Purpose: The study examines the relationship between organisational efficiency and counterproductive work behaviour. The aim was to uncover research-based methods to mitigate the surge of counterproductive work behaviour in the telecommunications industry.
Design/method/approach: The study had a quantitative approach and the survey design was employed in the study. Data collection was done via the distribution of questionnaire copies to six hundred employees of the telecommunications industry, and five hundred and twelve copies were retrieved and analysed using structural equation modelling.
Findings: The study reveals that organisation efficiency does not lead to counterproductive work behaviour. However, organisation processes (deduction of wages for lateness and material wastage) in a bid to manage certain negative behaviours tend to be counterproductive. Findings also revealed that organisation justice encourages counterproductive work behaviour due to supervisor bias. Finally, the more unfavourable the workplace environment, the more likely counterproductive work behaviour will exist.
Research implication/limitations: The study only focused on one industry (telecommunication), which limits its generalisation. The study also focused on the big three in the telecommunication industry, thereby limiting it to big firms. It therefore may not be a good reference when combating counterproductive work behaviour in small and medium scale firms. This study could be replicated in other industries and/or on small and medium scale firms. A comparative study could be conducted on the telecommunication industry and other service-oriented industries like the tourism and hospitality industry to examine the moderation of industry type on the relationship.
Managerial implication: The result highlights pursuit of efficiency as an enabler of counterproductive work behaviour. Managers must take cognizance of the human element in dealing with employees so that the departmental goals do not end up as the forgone alternative for efficiency. A central unit to oversee cases of insubordination or non-compliance to company statutes should be created to mitigate the bias of line supervisors/manager when meting out justice. The issue of contract staffing must be addressed within the firm to serve as a motivation among employees to desist from counterproductive work behaviour.
Originality: The study presents unique research on counterproductive work behaviours in the telecommunications industry in a developing nation. The study also provides a unique research model in the literature of counterproductive work behaviour.
Keywords: Counterproductive, Behaviours, Employees, Efficiency, Organisation.
https://doi.org/10.58869/EJABM9(2)/05
Full Text:
PDFReferences
Amin, M., Ismail, K. W., Rasid, Z. A. S., & Selemani, D. A. R. (2014). The impact of human resource management practices on performance: Evidence from a public university, The TQM Journal, 26(2), 125-142.
Arvan, M. L., Shimon, Y., Pindek, S., Kessler, S. R., & Spector, P. E. (2020). Examining temporal precedence between customer mistreatment and customer-directed counterproductive work behavior. International Journal of Stress Management, 27(3), 281.
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation model. Journal of the Academy of Marketing Science, 16(1), 74-94.
Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(4), 349–360.
Bowling, N. A., Lyons, B. D., & Burns, G. N. (2020). Staying quiet or speaking out: Does peer reporting depend on the type of counterproductive work behaviour witnessed? Journal of Personnel Psychology, https://doi.org/10.1037/ap10000502
Ciarlante, K. E., & Shoss, M. K. (2020). Predicting employee engagement in low and high severity counterproductive work behaviour. In Academy of Management Proceedings (Vol. 2020, No. 1, p. 18307). Briarcliff Manor, NY 10510: Academy of Management. https://doi.org/10.5465/AMBPP.2020.18307
Cucuani, H., Sulastiana, M., Harding, D., & Agustiani, H. (2020). Adaptation and validation of the Indonesian version of counterproductive work behaviour checklist (CWB-C): In association with customer-oriented organisational citizenship behaviour on Indonesian Public Sector-Employees. Journal of Talent Development and Excellence, 12(6), 5955-5965.
De-Clercq, D., Haq, I. U., & Azeem, M. U. (2019). Time-related work stress and counterproductive work behaviour. Personnel Review, 48(2), 1756-1781.
Ghazali, N. H. M. (2016). A reliability and validity of an instrument to evaluate the school-based assessment system: a pilot study. International Journal of Evaluation and Research in Education, 5(1), 148-157.
Giordano, C., Ones, D. S., & Viswesvaran, C. (2020). Integrity testing and counterproductive work behavior. The Wiley Encyclopedia of Personality and Individual Differences: Clinical, Applied, and Cross‐Cultural Research, 7(2)539-544.
Griep, Y., & Vantilborgh, T. (2018). Let's get cynical about this! Recursive relationships between psychological contract breach and counterproductive work behaviour. Journal of Occupational and Organizational Psychology, 91(2), 421-429.
Grijalva, E., & Newman, D. A. (2015). Narcissism and counterproductive work behaviour (CWB): Meta‐analysis and consideration of collectivist culture, big five personality, and narcissism's facet structure. Applied Psychology, 64(4), 93-126.
Guajardo, S. A. (2015). Assessing organizational efficiency and workforce diversity: An application of data envelopment analysis to New York City agencies. Public Personnel Management, 44(2), 239-265.
Hair, J. F. Jr, Anderson, R. E., Tatham, R. L. & Black, W. C. (1998). Multivariate data analysis (5th ed). Englewood Cliffs, NJ: Prentice-Hall.
Hongdan, Z., Zhen, W., & Weiwei, L. (2020). Displaced aggression: How does customer mistreatment influence employees' counterproductive work behaviours? Management Review, 32(6), 243-254.
Hur, W. M., Moon, T. W., & Lee, H. G. (2018). Employee engagement in CSR initiatives and customer‐directed counterproductive work behavior (CWB): The mediating roles of organizational civility norms and job calling. Corporate Social Responsibility and Environmental Management, 25(6), 1087-1098.
Klotz, A. C., & Bolino, M. C. (2013). Citizenship and counterproductive work behaviour: A moral licensing view. Academy of management review, 38(2), 292-306.
Liu, C. E., Yuan, X., Hu, C., Liu, T., Chen, Y., & He, W. (2020). Work-related identity discrepancy and counterproductive work behaviour: The role of emotional exhaustion and supervisor incivility. International Journal of Environmental Research and Public Health, 17(3), 47-57.
Maravelakis, P. (2019). The use of statistics in social sciences. Journal of Humanities and Applied Social Sciences, 1(2), 87-97.
Miao, C., Humphrey, R. H., & Qian, S. (2020). The cross‐cultural moderators of the influence of emotional intelligence on organizational citizenship behavior and counterproductive work behavior. Human Resource Development Quarterly, 31(2), 213-233.
Morf, M., Feierabend, A., & Staffelbach, B. (2017), Task variety and counterproductive work behaviour, Journal of Managerial Psychology, 32, 581-592. https://doi.org/10.1108/JMP-02-2017-0048.
Nunnally, J. C. (1978). Psychometric Theory (1st ed). New York, NY: Mcgraw Hill.
Nunnally, J. C., & Bernstein, I. H. (1994). The assessment of reliability. Psychometric Theory, 3(1), 248-292.
Nusair, K., & Hua, N. (2010). Comparative assessment of structural equation modeling and multiple regression research methodologies: e-commerce context. Tourism Management, 31(2), 314-324.
Orcan, F., & Yanyun, Y. A. N. G. (2016). A note on the use of item parceling in structural equation modeling with missing data. Journal of Measurement and Evaluation in Education and Psychology, 7(1), 59-72.
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63(1), 539-569.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
Reynolds Kueny, C. A., Francka, E., Shoss, M. K., Headrick, L., & Erb, K. (2020). Ripple effects of supervisor counterproductive work behavior directed at the organization: using affective events theory to predict subordinates’ decisions to enact CWB. Human Performance, 33(5), 355-377.
Robinson, S., & Bennett, R. (1995). A typology of deviant workplace behaviours: A multidimensional scaling study. Academy of Management Journal, 38(2), 555–572.
Schreurs, B., Hamstra, M. R., Jawahar, I. M., & Akkermans, J. (2020). Perceived overqualification and counterproductive work behaviour: testing the mediating role of relative deprivation and the moderating role of ambition. Personnel Review, https://doi.org/10.1108/PR-05-2019-0237
Semmer, N. K., Tschan, F., Meier, L. L., Facchin, S., & Jacobshagen, N. (2010). Illegitimate tasks and counterproductive work behaviour. Applied Psychology, 59(3), 70-96.
Shaffer, J., & Darnold, T. (2020). HR practices and counterproductive behaviors: a meta-ethnographic study. Journal of Managerial Psychology, 35(7/8), 589-602.
Smart, S., Greco, L., & Walter, S. (2020). Instrumental Counterproductive Work Behavior (CWB): Measurement and Evidence of Multiple Motives. In Academy of Management Proceedings (Vol. 2020, No. 1, p. 21308). Briarcliff Manor, NY 10510: Academy of Management.
Spector, P. E. (1975). Relationships of organisational frustration with reported behavioural reactions of employees. Journal of Applied Psychology, 60(2), 635–637.
Spector, P. E., & Fox, S. (2010). Counterproductive work behaviour and organisational citizenship behaviour: Are they opposite forms of active behaviour? Applied Psychology, 59(1), 21-39.
Statista. (2019). Market share of mobile telecommunication operators in Nigeria as of June. https://www.statista.com/statistics/1177697/market-share-of-mobile-telecommunication-operators-in-nigeria/
Tahsildari, A., & Shahnaei, S. (2015). Enhancing organisational effectiveness by performance appraisal, training, employee participation, and job definition. European Journal of Business and Management, 7(1), 56-63.
Tehseen, S., Ramayah, T., & Sajilan, S. (2017). Testing and controlling for common method variance: A review of available methods. Journal of Management Sciences, 4(1), 142-168.
Thibault, T., & Kelloway, E. K. (2020). Personality and Counterproductive Work Behaviour. The Wiley Encyclopedia of Personality and Individual Differences: Clinical, Applied, and Cross‐Cultural Research, 599-603. https://doi.org/10.1002/9781118970843.ch364
Trent, J. D., Barron, L. G., Rose, M. R., & Carretta, T. R. (2020). Tailored adaptive personality assessment system (TAPAS) as an indicator for counterproductive work behaviour: Comparing validity in applicant, honest, and directed faking conditions. Military Psychology, 32(2), 51-59.
Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organisational Behaviour, 18(2), 1–74.
Weiss, H. M., Suckow, K., & Cropanzano, R. (1999). Effects of justice conditions on discrete emotions. Journal of applied Psychology, 84(5), 786.
Wurthmann, K. (2020). How group and perceiver characteristics affect collective blame following counterproductive work behaviour. Business Ethics: A European Review, 29(4), 212-226.
Yan, M., Xie, Y. P., Zhao, J., Zhang, Y. J., Bashir, M., & Liu, Y. (2020). How ingratiation links to counterproductive work behaviours: The roles of emotional exhaustion and power distance orientation. Frontiers in Psychology. https://doi.org/10.3389/fpsyg.2020.02238.
Copyright (c) 2023 European Journal of Applied Business and Management
European Journal of Applied Business and Management
ISSN: 2183-5594
DOI: https://doi.org/10.58869/EJABM
Indexing:
EBSCO | CROSSREF | GOOGLE SCHOLAR | LATINDEX | DRJI | ICI JOURNALS MASTER | REDIB | MIAR
