Nathan A. Bowling, Ph.D. (Advisor); Ion Juvina, Ph.D. (Committee Member); Corey E. Miller, Ph.D. (Committee Member)
Master of Science (MS)
Counterproductive work behavior (CWB) costs U.S. organizations billions annually (e.g., Bennett & Robinson, 2000). Any behavior that goes against the goals of an organization and is intended to harm either the organization or its members can fit the definition of CWB. To properly address these problems an accurate understanding of CWB and its’ determinants is necessary. Employee perceptions of fairness (organizational justice) is linked to CWB because employees reciprocate unfair treatment with CWB (e.g., Shaw et al., 2003), and the personality traits honesty-humility and self-control are also strong determinants of CWB because high levels of these traits will suppress the urge to act counterproductively (Lee et al., 2019; Marcus & Schuler, 2004). Moreover, CWB is caused by characteristics of the situation interacting with those of the individual (e.g., Eschleman et al., 2014), but little is known about how personality is related to justice in organizations. There are only a handful of other studies (e.g., Colquitt et al., 2006; Scott & Colquitt, 2007) that have tested for a person x organizational justice effect on CWB. Furthermore, this study uses an experimental design to optimally detect causation attributable to the hypotheses. The results of this study support the idea that high honesty-humility-humility leads to attentiveness to fairness and to the social exchange closely related to organizational justice, but that neither honesty-humility nor self-control suppress (moderate) the urge to retaliate against perceptions of injustice in terms of CWB.
Department or Program
Department of Psychology
Year Degree Awarded
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