Bad today but not tomorrow: A review of the within-individual antecedents of employee counterproductive work behavior
Book Chapter ResearchOnline@JCUAbstract
Employee theft. Bullying and incivility. Cyberloafing. These are but a few examples of what organizational scholars term counterproductive work behavior (CWB). CWBs refer to a multitude of employee behaviors that violate organizational norms (and sometimes societal laws), and therefore threaten the well-being of the organization or its members (Aquino et al., 1999; Robinson & Bennett, 1995). CWBs can have significant costs for organizations – in 2014, the National Retail Federation reported that employee theft costs retail organizations $15 billion (Fisher, 2015), and the U.S. Chamber of Commerce reports that three-quarters of employees have stolen from their employers at least once (Russakoff & Goodman, 2011). Similarly, cyberloafing is estimated to cost businesses approximately $85 billion annually due to lost time and productivity (Alder et al., 2006), and 62 percent of employees report experiencing incivility from their colleagues at least once a month (Porath, 2016), which can in turn negatively influence their performance and increase turnover. Given the magnitude and prevalence of employee CWBs, organizations are naturally keen to understand the factors predicting employee engagement in CWBs, with a focus on preventing or deterring CWBs.
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Handbook of Counterproductive Work Behavior
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ISBN/ISSN
9781035306664
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Pages Count
20
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Publisher
Edward Elgar
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Publisher Location
Cheltenham, UK
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DOI
10.4337/9781035306671.00023