Relationship of Counterproductive Behaviors with Job Performance

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Employees are said to depict positive behaviors like innovative behavior and OCB when the individuals feel the support of the organization, i.e., perceived organizational support (POS) and negative behaviors like CWB in a non-supportive organization (Scheuer, 2010). From this perspective the workplace deviance can be triggered with respect to the unfavorable or unsupportive working conditions. (Colbert, Mount, Harter, Barrick, & Witt, 2004). Thus this leads to the organizational context that has to be taken into account in deviance research (Bennett, Aquino, Reed & Thau, 2005). Even leader behaviors are said to influence the perception of the organizational climate (Lewin, Lippitt & White, 1939). Effectiveness within the organization builds up a trusting relationship between the leader and the sub-ordinates that will have positive consequences. When the employee perception of organization related factors are taken into account organizational injustice has been a frequently cited cause of misconduct.

To date many research has been carried out with this focus on the relationship of the counterproductive behaviors with job performance, satisfaction, justice, turnover intention, leader-member exchange, well-being etc., When organization fail to behave in accordance with the procedural justice (that reflects the fairness that is perceived by the individuals on the organizational procedures), distributive and interactional injustice in line with reciprocity principle then the
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