Workgroup climates and employees’ counterproductive work behaviors: A social-cognitive perspective
|Title||Workgroup climates and employees’ counterproductive work behaviors: A social-cognitive perspective|
|Publication Type||Journal Article|
|Year of Publication||2016|
|Authors||Bollmann, G, Krings, F|
|Journal||Journal of Management Studies|
|Keywords||agreeableness, conscientiousness, counterproductive work behaviors, social and self-sanctions, workgroup climates|
This research examines employees' anticipation of social and self-sanctions as a self-regulatory mechanism linking workgroup climates and counterproductive work behaviors (CWBs) and personality as a limit to these effects. A cross-level study with 158 employees from 26 workgroups demonstrated that in groups with a high compliance climate-a climate emphasizing the importance of complying with organizational rules-employees anticipate more social and self-sanctions, leading those low in conscientiousness and low in agreeableness to engage less frequently in CWBs. In contrast, a high relational climate-a climate emphasizing the importance of positive social relations over self-interest-indirectly unbridles the CWBs of these employees by alleviating the social and self-sanctions they anticipate for CWBs. Climates did not have indirect effects for employees high in agreeableness and high in conscientiousness. These findings elucidate why workgroup climates do not affect the CWBs of all members in the same way.