Investigating the Effect of Perceived Organizational Justice on Employees` Counterproductive Work Behavior, Considering the Mediating Role of Organizational Cynicism
Subject Areas : Behavioral Studies in Management
Elaheh Azimzadeh
1
,
Neda Mohammad Esmaeili
2
*
,
Aryan Gholipour
3
1 - Master of Human Resource Management, Department of Leadership and Human Capital, Faculty of Management, University of Tehran, Iran
2 - Assistant Professor, Department of Leadership and Human Capital, Faculty of Management, University of Tehran, Iran
3 - Professor, Department of Leadership and Human Capital, Faculty of Management, University of Tehran, Iran
Keywords: Counterproductive work behavior (CWB), Perceived Organizational justice (POJ), Organizational cynicism (OC),
Abstract :
Counterproductive work behaviors (CWBs) are an inevitable and damaging problem that severely threatens the performance and productivity of the organization and has important economic, sociological and psychological consequences in the work environment. The purpose of this research, which is correlational, quantitative, and cross-sectional, is to determine the impact of perceived organizational justice (POJ) on counterproductive work behavior (CWBs) and to examine the mediating role of organizational cynicism (OC) in Pak Company, Tehran. The statistical population includes the employees of Pak Company in Tehran in 2023, with a sample size of 293 individuals, selected through simple random sampling. The study employed the Organizational Justice Questionnaire by Niehoff and Moorman (1993), the Organizational Cynicism Questionnaire by Dean, Brandes, and Dharwadkar (1998), and the Counterproductive Work Behavior Questionnaire by Bennett and Robinson (2000). Data analysis was conducted using structural equation modeling (SEM).
The findings indicate that POJ has a significant and negative effect on CWBs. Furthermore, POJ and its three dimensions (distributive, procedural, and interactional) have a significant and negative impact on OC. The positive and significant impact of OC on CWB was also confirmed. Regarding the mediating role of OC, the negative and significant effect of OC in the relationship between POJ and CWB was also verified.
The results demonstrate that increasing employees' POJ leads to a reduction in OC and a decrease in CWBs (and vice versa). Based on the findings, it can be concluded that managers have the ability to manage OC and CWBs among their employees by striving to establish justice within the organization.
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