scholarly journals High-Performance Work System and Employee Counterproductive Work Behavior: The Perspective of Employee Perception

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-13
Author(s):  
Ling Peng ◽  
Jiafu Su ◽  
Yupei Du ◽  
Muzi Li
Keyword(s):  
High Performance ◽  
Positive Emotions ◽  
Employee Performance ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Management Measures ◽  
Work Input ◽  
Negative Effect ◽  
Quantitative Analysis Method ◽  
The Impact

Employee counterproductive work behavior (ECWB) in the workplace has caused serious harm to the organization, and its recessive occurrence creates difficulty for the organization to guard against it. This study aims to explore the influence of high-performance work systems (HPWS) on the two sides of ECWB with employees and the internal influence path. It also aims to combine resource conservation and affective events theories to build an HPWS five-level model. It provides human resource management measures for enterprises to reduce and prevent the ECWB effectively. This study adopts a quantitative analysis method to conduct a questionnaire survey among employees in 366 enterprises in China. The results show that HPWS has a significant two-sided impact on ECWB. For employees with positive emotions, HPWS improved employee performance and inhibited ECWB. Meanwhile, for employees with negative emotions, HPWS reduces employees’ work input and increases employees’ counterproductive behaviors. For negative employees, the positive effect of HPWS is more significant than the negative effect of positive employees. In addition, organizational commitment has a moderating effect on the counterproductive behavior of negative employees. Therefore, when implementing HPWS, enterprises should consider the impact of both sides of HPWS on ECWB and adopt a more humane management method. In this study, a practical five-level HPWS model is constructed, which complements the existing research model and provides a theoretical basis and practical guidance for enterprises to scientifically and effectively promote employees to achieve high performance.

scholarly journals Impact of Organization Politics on Human Resource Management Practices and Employee Performance

2019 ◽  
Vol 2 (2) ◽  
pp. 39-47 ◽  
Author(s):  
Rehana Yasmeen ◽  
Munaza Bibi ◽  
Ali Raza
Keyword(s):  
Public Sector ◽  
Data Collection ◽  
Management Practices ◽  
Employee Performance ◽  
Primary Data ◽  
Organizational Goals ◽  
Hrm Practices ◽  
Collection Data ◽  
Negative Effect ◽  
The Impact

Purpose- The purpose of this study was to investigate the impact of nepotism & favoritism as a form of organization politics on HRM practices and employee performance. Design/Methodology- Explanatory research design was employed to determine the effect of nepotism & favoritism on HRM practices and employee performance. Primary data collection method was used among employees working in different public-sector hospitals based on their accessibility. For this study, the sample of 150 employees was used. The adapted questionnaire was used for data collection. Data were analyzed using SPSS.  Findings- The correlation analysis revealed a significant relationship between favoritism, employee performance & HRM practices whereas nepotism has a significant association with employee performance but the insignificant relationship with HRM practices. The outcomes of the study unveiled a significantly negative effect of nepotism on employee performance & HRM practices while favoritism has a significantly positive effect on employee performance & HRM practices.  Practical Implications- The study outcomes might help public sector hospitals HR department to incorporate some changes regarding their policies to prevent the nepotistic & favoritism practices which can lead to creating a politics in the organization in which everyone works to fulfill his or her self- interest without focusing towards organizational goals achievement.

scholarly journals Pengaruh Iklim Organisasi Terhadap Kinerja Karyawan

2016 ◽  
Vol 2 (1) ◽  
pp. 96
Author(s):  
Rt Nindica Azalea Nuryasmin ◽  
Harmon Chaniago
Keyword(s):  
Regression Analysis ◽  
Organizational Climate ◽  
High Performance ◽  
Quantitative Methods ◽  
Employee Performance ◽  
Descriptive Analysis ◽  
Work Behavior ◽  
Coefficient Of Determination ◽  
Trading Company ◽  
Different Characteristics

Creating a climate of an organization capable of bringing the employees in a company to create a high performance is not an easy thing. This is because basically, humans have different characteristics according to his needs. Although those cases, human resources should have a good performance. One way to improve the performance of employees is to pay attention to organizational climate. This study aims to determine the organizational climate on employee performance office of PT Ultrajaya Milk Industry and Trading Company. Organizational climate measurements include the dimensions of the structure, standards, support, recognition, responsibility, and commitment. While the measurement of employee performance using the dimensions of the work, work behavior, and personal qualities. The study uses quantitative methods and involved 126 respondents drawn from employees of the office. Data was collected by questionnaire were then analyzed using descriptive statistics. The analysis includes the analysis of assumptions used classic, descriptive analysis, correlation analysis, regression analysis and coefficient of determination. Based on the research results, the level of organization climate is in the category of "good" because it has the average (mean) 3.95. So too for the performance level of employees in the category of "good" because it has the average (mean) 4.10. The results of this study indicate that organizational climate can contribute to employee performance (²) by 64%. Organizational climate is predicted to improve employee performance (positive). It can be seen from the results of the regression analysis is Y = 0.476 + 0,800X which means that if the model the characteristics of employment increased by one, the organizational commitment of employees will increase by 0,800. In addition, the organizational climate can significantly improve employee performance, it's based on figures significance probability of 0.000 smaller than 0.05.

scholarly journals Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors

2019 ◽  
Vol 5 (2) ◽  
pp. 23-41
Author(s):  
Zelalem Gebretsadik Estifo ◽  
Luo Fan ◽  
Naveed Ahmad Faraz
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
The Impact

This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.

Can Islamic Work Ethics and Ethical Climate Reduce Counterproductive Work Behavior?

2018 ◽  
Vol 1 (2) ◽  
pp. 95-101
Author(s):  
Keumala Hayati ◽  
Yuningsih Yuningsih ◽  
Indra Caniago
Keyword(s):  
Financial Institutions ◽  
Ethical Climate ◽  
Work Ethic ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Work Ethics ◽  
Islamic Work Ethic ◽  
Islamic Financial Institutions ◽  
Negative Effect

This study examines the effect of Islamic Work Ethic (IWE) and Ethical Climate (EC) on Counterproductive Work Behavior (CWB). The sample was 115 employees of Islamic financial institutions in Lampung, Indonesia. The analysis shows that IWE has a negative effect on CWB, EC also has a negative effect on CWB. This finding shows that CWB can be reduced by IWE and EC. EC influence is slightly higher than IWE shows that although IWE plays a good role in reducing CWB, the role of the ethical climate in the organization has slightly greater in reducing CWB.

Sustainable HRM

2014 ◽  
Vol 6 (3) ◽  
pp. 206-224 ◽  
Author(s):  
Sugumar Mariappanadar ◽  
Robin Kramar
Keyword(s):  
Trade Unions ◽  
High Performance ◽  
Asia Pacific ◽  
Organisational Performance ◽  
Content Type ◽  
Work Arrangements ◽  
Employee Wellbeing ◽  
Negative Effect ◽  
Asian Pacific ◽  
The Impact

Purpose – The purpose of this paper is to examine sustainable human resource management (HRM) based on the synthesis and simultaneous effects of high-performance work systems (HPWS) on organisational performance and employee harm in five Asia Pacific countries. Design/methodology/approach – Data collected using the CRANET survey instrument was analysed using two canonical correlation analyses. Findings – This study found flexible high-performance work arrangements (FHPWA), such as tele-working and compressed working week could have a negative effect on organisational performance. However, it also found that employee benefits and trade union influence have a moderating effect on the impact of FHPWA resulting in improved organisational profitability and reduction of employee harm. Research limitations/implications – Limitations include the aggregation of the data from the five countries and consequently the neglect of national institutional factors on the impact of HPWS on outcomes. A limited number of factors were used as indicators of HPWS, organisational performance and employee wellbeing/employee harm. Practical implications – This study indicates particular HRM policies considered as part of a HPWS have different impacts on organisational profitability and employee wellbeing. There is a need for further research to determine the impact of particular policies and to also examine the interaction and moderating effects of high-performance work practices and trade unions. Originality/value – This study contributes to the growing body of knowledge on sustainable HRM by examining the impact of HPWS on organisational performance and employee wellbeing. It is the first time this has been examined in Asian pacific countries.

scholarly journals The Impact of the Quality of Interpersonal Relationships between Employees on Counterproductive Work Behavior: A Study of Employees in Poland

2019 ◽  
Vol 11 (21) ◽  
pp. 5916
Author(s):  
Dawid Szostek
Keyword(s):  
Relationship Quality ◽  
Interpersonal Relationships ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Equation Modeling ◽  
Length Of Service ◽  
Counterproductive Behavior ◽  
The Impact ◽  
Demographic Features

The purpose of the article is to determine how the quality of interpersonal relationships at work (QIRW) affects the extent of counterproductive work behavior (CWB), and whether this impact is moderated by employees’ demographic features (education, age, sex, length of service and type of work). These questions are particularly important for organizations that want to function sustainably, because counterproductive behavior also includes wasting resources, polluting the environment and using environmentally unfriendly products. The research objectives were met using a survey conducted in 2018 among 1488 professionally active people in Poland. Structural equation modeling (SEM) was used to analyze the empirical data. The proposed theoretical model was intended to determine how particular categories of relationship quality affect dimensions of CWB (which included taking into account employees’ aforementioned demographic features). I determined that relationship quality has an inverse relationship with counterproductive behavior of employees (the higher the quality, the lower the propensity for CWB), but there are also many paradoxes that I discuss in detail. Moreover, this impact is significantly moderated by employees’ demographic features (mainly education, type of work, length of service and sex). I also discuss the theoretical contributions, practical implications and limitations of this study, and directions for future research.

scholarly journals Exploring the HRM-performance relationship: the role of creativity climate and strategy

2016 ◽  
Vol 38 (3) ◽  
pp. 438-462 ◽  
Author(s):  
Margaret Heffernan ◽  
Brian Harney ◽  
Kenneth Cafferkey ◽  
Tony Dundon
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Employee Performance ◽  
Performance Outcomes ◽  
Organisational Performance ◽  
Content Type ◽  
Hr Managers ◽  
Creativity Climate ◽  
The Impact

Purpose – While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach – The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings – The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications – Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value – The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.

scholarly journals Lack of organizational justice increase counterproductive work behavior: A study in Medan

2020 ◽  
Vol 15 (1) ◽  
pp. 1-6
Author(s):  
Mukhaira El Akmal ◽  
Widya Arisandy ◽  
Ade Maria Panggabean ◽  
Anggi Permana ◽  
Rayshenda D. C. Butar-butar
Keyword(s):  
Organizational Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Correlational Study ◽  
Work Behaviors ◽  
Attitudes And Behaviors ◽  
Counterproductive Behaviors ◽  
And Behaviors ◽  
The Impact

Employees' attitudes and behaviors are crucial in determining the success of an organization. However, employees sometimes behave in undesirable ways that hamper their organization to reach its goals. The present research examines the impact of organizational justice on employees' counterproductive work behaviors. The results of this correlational study showed that employees who had lower perceived organizational justice were inclined to engage in counterproductive work behaviors than those who possess higher perceived organizational justice. We discussed the importance of organizational justice as a means to reduce counterproductive behaviors. Sikap dan perilaku karyawan sangat penting dalam menentukan keberhasilan suatu organisasi. Namun, karyawan terkadang berperilaku yang tidak diinginkan, yang dapat menghambat organisasi untuk mencapai tujuan. Penelitian ini mengkaji dampak keadilan organisasi pada perilaku kontraproduktif karyawan. Hasil penelitian korelasional ini menunjukkan bahwa karyawan yang memiliki persepsi keadilan organisasional yang rendah cenderung berperilaku kontraproduktif dibandingkan dengan karyawan yang memiliki persepsi keadilan organisasional yang tinggi. Kami membahas pentingnya keadilan organisasi sebagai sarana untuk mengurangi perilaku kontraproduktif.

scholarly journals Empirically Investigating the Impact of Employee Engagement on Counterproductive Work Behavior of Academic Staff

2019 ◽  
Vol IV (I) ◽  
pp. 120-127
Author(s):  
Hazrat Bilal ◽  
Naveed Farooq ◽  
Kauser Hayat
Keyword(s):  
Private Sector ◽  
Employee Engagement ◽  
Academic Staff ◽  
Counterproductive Work Behavior ◽  
Descriptive Statistics ◽  
Work Behavior ◽  
Sufficient Evidence ◽  
Statistical Tools ◽  
The Impact ◽  
Self Administered Questionnaire

This study aims to assess the impact of Employee Engagement (EE) on counterproductive work behavior. An adopted survey instrument comprised of EE and CWB was used. Data was composed from academic staff through self-administered questionnaire. The sample entailed 199 respondents randomly drawn from academic staff of the universities owned by private sector. The instruments were found reliable and valid. The statistical tools such as descriptive statistics score, ANOVA, Ftest, T-test, coefficient correlations and regressions were used to analyze the data. The upshots of the study proposed sufficient evidence for the correlation between EE and CWB and concluded a negative connection between these two variables. The study recommended that universities shall focus more on EE in order to reduce the CWB and hence increase the overall employees performance. Academics can incorporate results of this study to develop models that would promote the EE and CWB area.

scholarly journals Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic

2021 ◽  
Vol 11 (3) ◽  
pp. 81
Author(s):  
İlhami Yücel
Keyword(s):  
Transformational Leadership ◽  
High Performance ◽  
Healthcare Professionals ◽  
Turnover Intentions ◽  
Employee Performance ◽  
Individual Performance ◽  
Transformational Leaders ◽  
Mediating Role ◽  
The Impact

The purpose of this research paper is to explain the impact of transformational leadership on employees’ turnover intentions in light of the mediating role of their individual performance. More precisely, we attempt to explain (a) how TL connects to employees’ turnover intentions, (b) how TL connects to employee performance, (c) how employee performance connects to turnover intentions, and (d) how employee performance mediates the connection between intentions and TL. Four hundred and seventy-eight Turkish healthcare professionals participated in this research. The results revealed that employee performance mediates the connection between turnover intentions and TL. In other words, transformational leaders encourage employee performance, which in turn decreases their turnover intentions. This research has important implications for reducing turnover in workplaces and increasing employee performance by facilitating a setting for high performance, since employees who are supported by their leaders are generally more committed to their organizations and exhibit better performance. This research answers calls to study the mediating function of the TL procedure, since the mediation clarifies the circumstances under which TL relates to the favorable results.

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