OCB, CWB, & Withdrawal

Question 1

Anderson & Pearson (1999)
civility/incivility CWB

Answer 1

• Need for civility increases as interactions become more complex and frequent
• Little research focuses on how aggression evolves
• Incivility may be precursor to more deviant acts
• Starting point -> violates norm: NA, IJ & wanting to reciprocate and increase prob. of spiral
• Tipping point -> change in escalation - coercive action
• Spiral facilitators = having a hot temperment; climate of workplace informality
• Spirals can beget other spirals

Question 2

Dalal et al (2005)

Answer 2

• OCB & CWB correlated -.27 (-.32 corrected)
• Antecedents (JS, OC, NA, PA, consc.) more strongly related to CWB than OCB
• Since CWB and OCB do not seem to be opposite poles of same factor, focusing on one may not necessarily eliminate the other

Question 3

Glomb & Liao (2003)

Answer 3

• Being target of workplace aggression related to engaging in aggression (reciprocal aggression)
• Agg beh exhibited by other members of indiv’s work group = sign. predictor of indiv’s interpersonal agg beh
• Anger-out (indiv diff var) = sign. rel with agg.

Question 4

Greenberg (1990)
Theft

Answer 4

• Theft is a form of inequity reduction
• Perception of outcomes and fair treatment depend on both the outcome and explanation
• 3 plants – cut wages by 15% in plants A (adequate explanation for pay cuts) and B (inadequate explanation) → theft measured by shrinkage over 30 weeks
• Higher theft during pay cut, but less in adequate explanation plant
• Only employees without adequate explanation had heightened perceptions of payment inequality
• Explaining basis for inequities may be very effective (and totally free) mechanism for reducing the costs of employee theft

Question 5

Greenberg (2002)

Answer 5

• Examine influences of moral dev, presence of ethics program, & victim of theft on empl. Theft
• Results:
Empl. At conventional level < theft
Org. with ethics prog. < theft
Empls. Stole less when thought $ came from another empl.
•Implications - co.’s should implement ethics prog. & put human face on theft from org.

Question 6

Hershcovis et al (2007)

Answer 6

• MA of antecedents of workplace aggr.
• Focus on insider-inititated aggr. Towards org and ind.
• Trait anger, sex -> interpersonal agg.
• Interpersonal conflict -> interpersonal agg.
• Sit. Constraints, interpersonal conflict -> org. agg.
• Poor leadership, interp. justice, proc. justice -> sup. targeted agg.
• Agg. is target specific -> CWB I or CWB O
• Future - revist scales to separate target

Question 7

Hollenbeck & Williams (1986)
Turnover

Answer 7

• Turnover is not inherently bad
• Functional (turnover of low perf.) VS. Dysfunctional (turnover of high perf.)
• Turnover functionality –> distinction btw perf. levels of stayers and leavers
• Job attitudes predict turnover frequency but not turnover functionality
• Measures of turnover frequency overstate the “problem” assoc. with turnover as more than half the turnover in this part. org. was functional

Question 8

Judge et al (2006)

Answer 8

• Use AET theory (Weiss and Crop, 1996) to examine associations of job attitudes (job sat), the social context (interpersonal justice or IJ) and affect (state hostility) with workplace deviance, and the moderating effect of personality (trait hostility) on the interpersonal justice – state hostility association
• Within individuals IJ was neg related to state hostility
• Job sat was positively related to IJ and neg to state hostility
• Nearly half of the within individual effect of IJ on job sat was mediated through state hostility
• Job sat was neg related to workplace deviance
• State hostility was pos related to workplace deviance
• Job sat mediated the IJ – workplace deviance relationship
• Individuals high on trait hostility were more sensitive to IJ violations so the IJ – state hostility relationship was stronger for individuals high in trait hostility than those lower in the trait
• 53% of variance attributable to w/i person

Question 9

Lyness & Judiesch (2001)

Answer 9

• Gender, manager turnover, effects of family leave of absence
• Female managers’ actual turnover is slightly lower than males.
• Managers who were promoted were less likely to resign than those who had not been promoted if the promotion occurred within the past 11 months.
• Promoted women were less likely to resign than promoted men.
• Managers who had taken family leave had higher voluntary turnover rates than managers who had not taken leaves or managers who had taken sick leaves.
• Among family leave takers, managers with graduate degrees were less likely to resign.

Question 10

Organ & Ryan (1995)

Answer 10

• MA of attitudinal & dispositional antecedents to OCB
• Found moderate correl bw Sat & OCB
• Strongest moderator (explained large amnt of variance) was use of self-report

Question 11

Pelled & Xin (1999)

Answer 11

• Relationship between mood and withdrawal behavior
• Mood has significant relationship with withdrawal behaviors, and the nature of that relationship depends on the type of mood and type of withdrawal behavior.
• PA has negative relationship with absence but not related to turnover.
• NA has positive relationship with both absence and turnover.

Question 12

Penney & Spector (2005)

Answer 12

• Assesses incivility as a job stressor on JS (incivility = mild, low intensity ambiguous intent)
• NA - indivs. Likely to experience neg. emotions more likely to engage in CWBs –>
NA (+) w/self and peer CWB
• Used working adults - peers reported stressors –> all stressors (incivility, conflict, constraints) (+) w/ CWB and job stress
• NA moderated stress - CWB relationship

Question 13

Robinson & Bennett (1995)

Answer 13

• Employee deviance: volutary beh that violates org norms and threatens an org, it’s members or both
• Defined in terms of norms, not absolute morals
• 4 Quadrants -> property deviance (minor and org focused); production deviance (minor and org. focused); political deviance (minor and indiv. focused); personal aggression (serious and indiv. focused)
• Empirically validated I vs. O and minor vs. serious distinctions
• Diff. variables may explain type of deviance –> deviance can be +, builds cohesion

Question 14

Robinson & O’Leary-Kelly (1998)

Answer 14

• ASA - ind should have similar antisocial beh as work group (or leave)
• Social learning theory-> role models for antisocial beh
• Group effects on indiv are sign. –> nip them!
• Increased group antisoc –> increased indiv antisoc
• Closeness didn’t moderate - bc not tied to punishment?
• > similarity of members > satisfied

Question 15

Tett & meyer (1993)

Answer 15

• Satisfaction and commitment are (-) to turnover and intent to leave, and (+) rel w/ each other –> turnover intention is strongest precursor of turnover (.65)
• MA –>
Withdrawal cognitions corr more strongly than turnover intentions w/ satis and commit.
Single-item questionnaires less valid than multi-item question. for predicting turnover
• Researchers should not combine withdrawal and intent to leave bc will substantially change their concluisions
• Altought satisf. was better than commit. at predicting turnover intentions, reverse was true for actual turnover
• Beh intent mediates effect of commit. on turnover decision

Question 16

Anderson & Pearson (1999)
civility/incivility CWB

Question 17

Bergeron (2007)

Answer 17

• Present framework on tradeoffs btw OCBs and task performance using resource allocation concepts
• Task perf. matters -> when conducting pers eval., reward alloc., career advancement = indiv. engaging in > task perf will have better career outcomes
• > hrs worked –> > dimlema over OCB/task perf. tradeoff
• Level of OCBs (inverted U) trade off with outcomes –> too much not good

Question 18

Cortina (2008)

Answer 18

• Workplace discrimination: people of a social category are placed at a disadvantage in the workplace relative to other groups with comparable qualifications
• Workplace incivility: low intensity, deviant behavior with ambiguous intent to harm, in violation of workplace norms
• Gender and racial disparities still exist, especially at high levels in organizations. Subtle discrimination might explain these disparities
• Overt discrimination practices have been abandoned, but men and whites still remain in positions of power in society
• Prejudice alone does not explain this, everyone has prejudices

Question 19

Grandey et al (2007)

Answer 19

• Customer-instigated aggression is a predictor of job burnout which predicts job performance and withdrawal
• Customer verbal abuse is more frequent than such abuse from org members
• Customer verbal abuse adds to the prediction of emotional exhaustion above the effects of the supervisor and coworker
• Only customer verbal abuse and not organizational abuse is more likely when there are high emotional demands in the occupation
• Perhaps individuals feel different emotions with aggressive customers and regulate their emotions differently than they do when faced with aggression from organizational members

Question 20

LeBlanc & Kelloway (2002)

Answer 20

• Developed a measure to address an expanded model of workplace aggression, it’s predictors and outcomes.
• This study differentiates between coworker and publicly initiated aggression.
• There is a direct link between public initiated violence and turnover intent and a direct link between coworker initiated violence and personal and organizational outcomes (emotional well-being, psychosomatic well-being, affective commitment)

Question 21

Lee & Allen (2002)

Answer 21

• OCB relationship w/ job sat: due to 1) equity: maintain equilibrium, 2) pos moods
• OCB-org related to cognition, OCB-ind related to affect
• WDB (workplace deviance behavior): why we do it: 1) instrumental: restore equity – cognitive, 2) vent: negative affective
• Sample: nurses, peers rate OCB and WDB
• Both pay cognitions and hostility predict WDB
• PA positively related to OCBI, intrinsic cognitive positively related to OCBO

Question 22

Morrison (1994)

Answer 22

• Employees and Supervisors differ in how they define beh as inrole & extra role & will differ in how broadly the define job resp. –> only 1/20 correl. Bw two sign.
• OCBs performed function of both in role and extra role beh.
• Var with most consistent effect = affective committment

Question 23

Organ (1997)

Answer 23

• Construct cleanup of OCB
• what constitutes extra-role beh. Varies across times and settings
• conceptualize OCBs as contextual perf. - beh. That contributes to broader soc., org., and psych env
• origins of OCB -> started from idea that JS DOES relate to perf. of some sort.

Question 24

O’Leary-Kelly et al (2000)

Answer 24

• Construct confusion in antisocial work behavior
• employee deviance (ED)
• organizational retaliatory behavior (ORB)
• organization-motivated aggression (OMA)
• workplace aggression (WPA)
• Measurement of antisocial actions will be inconsistent because it is difficult to measure, there are many forms of it, and that it must be work related.
• Actor’s behavioral intentions would provide more insight because org context can constrain enactment of intentions
• Constructs differ based on several characteristics: perpetrator, intentions, target, action, consequences, motive

Question 25

Bergeron (2007)

Answer 25

those who spend more time on task will have better career outcomes - OCBS only help career if they are reciprocated - visible OCBs will help job perf, too much OCB and it will start to seem like a job req.

Question 26

Marcus & Shuler (2004)

Answer 26

“• General counterproductive beh (GCB) - act that violates legitimate interests of org by being potentially harmful to its members or to the org
• General theory of crime - crimes tend to be pos corre. With each other over time
• Suggested only personality trait, like ‘internal control’ could be resp.
• Surveyed approx. 200 Germans –> internal control was best predictors of GCB
• Orgs should select people with high internal control”

Question 27

Bolino & Turnley (2005)

Answer 27

” • Examines personal cost ass. With engaging in OCBs
• Indiv. initiative –> spec form of OCB where empl goes above & beyond what is expected
• Women take on bigger role in family resp –> might have > (-) conseq for women
• Ind. Iniative (+) role overload, work stress, and WFC
• WFC relationship mod by gender
• OCBS might be beneficial to org but may come at personal costs to empl”

Question 28

George (1991)

Answer 28

“• Surveyed salesppl and supervisor reported perf & OCB
• Pos mood related to altruism and customer service
• Pos mood accounted for variance in both OCBs and customer service over and above fairness cognitions
• Customer service was (+) related to sales perf
• Trait PA was unrelated to OCBs and customer service
• Job sat may be related to OCBs and customer service because it taps mood at work.
• PA was (+) related to mood at work, but situational factors influence the extent to which you feel positive moods at work”

Question 29

Johns (1994)

Answer 29

“• People see absenteeism of their coworkers neg. even when they themselves are freq. absent –> absences seen as form of deviance
• Empl are paid when absent, so equity theory states that they should feel guilty for getting something for nothing
• Empl. reported their work group was less absent than the norm, and they themselves were absent less than avg –> BUT subj were absent more than twice as much as they said in self-reports
• More absences person had, more drastically they underreported
• Most orgs don’t monitor absences until they reach intolerable level “

Question 30

Johns (2001)

Answer 30

“• Evidence supports a progression model from lateness to absence to turnover
“

Question 31

Martocchio & Judge (1994)

Answer 31

” • Absence researchers focused on variance in the absence DV using b/w subj designs w/o sufficient attention to decision or motivation processes by which alternatives (abs vs attendance) are enacted
• Personal illness, kinship resp, hobby, work demands, day of week, community/religious activities all affect absence decisions
• Suggest 4 clusters: (Illness dominant, kinship resp., no factors important, illness weak.) –> absence desisions not same for all indiv.
• Both indiv. diffs and decision making factors impt for determing absences”

Question 32

Mount et al (2006)

Answer 32

“• To propose and test differential effects of specific personality traits on interpersonal and organizational counterproductive work behaviors- both interpersonal and directed at the org.
• Relevant personality traits and job satisfaction predict both interpersonal and organizational deviance (conscientiousness, emotional stability and agreeableness in particular).
• Job satisfaction partially mediates the relationship between personality traits and CWBs.
• Agreeableness plays a critical role in predicting CWBI (indiv.) and conscientiousness in CWBO (org.).
• ↓ Job sat. -> ↑ Deviance”