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Productive and Counterproductive workplace behaviour: Two sides of the same coin.

Productive and Counterproductive workplace behaviour: Two sides of the same coin. Dr Iain Coyne, Domenica Gentile & Dion Greenidge (IWHO, University of Nottingham) Professor Dave Bartram (SHL Group) With thanks to Sarah Jones

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Productive and Counterproductive workplace behaviour: Two sides of the same coin.

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  1. Productive and Counterproductive workplace behaviour:Two sides of the same coin. Dr Iain Coyne, Domenica Gentile & Dion Greenidge (IWHO, University of Nottingham) Professor Dave Bartram (SHL Group) With thanks to Sarah Jones Paper presented at the Division of Occupational Psychology Conference, January 2008, Stratford-upon Avon

  2. CWB: The concept Anti-social behaviour Deviance Aggression Revenge Retaliation Workplace honesty or integrity Counterpro-ductive behaviour Emotional abuse Incivility

  3. CWB - dimensions • Hollinger & Clark (1982): • Production and property deviance • Robinson & Bennet (1995): • Production deviance, property deviance • political deviance & personal aggression • Bennet & Robinson (2000): • Interpersonal and organizational deviance • Gruys & Sackett (2003): • Directed at individuals or organisations • High or low relevance to job tasks Interpersonal VS. Organizational

  4. OCB: The concept Contextual performance Pro-social behaviour OCB Voice behaviour Organisational spontaneity Extra-role

  5. OCB - dimensions • Organ (1988): • Altrusim, sportsmanship, conscientiousness, courtesy & civic virtue • Van Scotter & Motowidlo (1996): • Interpersonal facilitation & job dedication • Coleman & Borman (2000): • 5 groups of behaviours under 3 dimensions • Interpersonal citizenship; organizational citizenship; job-task citizenship • Marinova & Moon (2003): • Individual – organisational & promotive – prohibitive Interpersonal VS. Organizational

  6. Bi-polar concept? • Opposing concepts? • Semantic argument • Directed at individuals or the organisation • Strong negative correlations between factors reported • Single continuum theory: • Bennet & Stamper (2001) – 2 dimensions • Hunt (1996) – 8 generic workplace behaviours

  7. Personality

  8. Cognitions and emotions Stressors Commitment Fairness CWB OCB Emotions Satisfaction

  9. Research questions • What is the dimensionality of voluntary workplace behaviour? • What are the relationships between different scales? • What are the relationships between scales and antecedents?

  10. Study 1: UK Samples • Sample 1 • 136 employees of a large food retailer (57% females). Mean age = 34.6; Mean tenure = 5.5 • Measured VWB (self); Organisational commitment; Organisational constraints; interpersonal conflict • Sample 2 • 74 employees of a fashion retailer (93% females). Mean age = 23.7; Mean tenure = 2.75 (SD = 6.5) • Measured VWB (self & other)

  11. Dimensionality of scale N = 210 combined UK sample Self ratings of VWB 89 items included Item parcels were created

  12. Inter-correlations

  13. Antecedents

  14. Study 2: Caribbean Sample • Sample: • 202 employees across 8 organisations • 50% males and 50% females • mean age = 35 years • Self report • Organisational constraints; interpersonal conflict; role ambiguity; role conflict; Big-5 personality; positive and negative emotion • Other report • VWB

  15. Dimensionality of scale N = 202 Other ratings of VWB 89 items included Item parcels were created

  16. Inter-correlations

  17. Antecedents: Cognitions and emotions

  18. Personality

  19. Discussion • Confirmatory factor analysis illustrated reasonable fit for the 5 factor model • Intercorrelations between scales suggest although related they are not bi-polar • Intercorrelations with antecedents, suggest that they are not bi-polar opposites. • Rater is a moderating factor and could have rater bias (Halo effects) • Presence of antithetical items • Theory – model of non-task behaviour • Practice – interventions need to be different

  20. Flipping the coin! Counterproductive productive behaviour: • Bolino et al (2004): • Self-serving motives • Negatively related to organisational functioning • Negative consequences for employees • Bolino & Turnley (2005): • 98 couples/dyads • Other rating of initiative • Self ratings of job stress, work-family conflict and role overload • Initiative correlated 0.51 with overload • Initiative correlated 0.42 with job stress • Initiative correlated 0.42 with work-family conflict

  21. Flipping the coin! • Productive counterproductive behaviour: • Retaliation can be functional: • Promote changes, ensure managers are held accountable, individual can leave to go on to better things, prove the person wrong • Withdraw or leave in order to alleviate stress • Galperin & Burke (2006) – constructive deviance: • Innovative organizational constructive deviance • Challenging organizational constructive deviance • Interpersonal constructive deviance

  22. Future • Received funding from the ESRC: • 2-year project • Look at bi-polar nature of CWB and PWB in 4 different countries • Anyone interested in helping?

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