Person–environment fit at work: Relationships with workplace behaviours

This study explores whether abusive supervision can effectively predict employees' counterproductive work behaviour (CWB) and organisational citizenship behaviour (OCB) and the role of toxic emotions at work as a potential mediator of these relationships in nursing settings. Workplace bullying is widespread in nursing. Despite the growing literature on abusive supervision and employees' counterproductive work behaviour and organisational citizenship behaviour, few studies have examined the relationships between abusive supervision and these work behaviours from the viewpoint of the victimed employee's emotion process. This study adopted a two-stage survey of 212 nurses, all of whom were employed by hospitals in Taiwan. Hypotheses were tested through the use of hierarchical multiple regression. The results showed that abusive supervision was positively associated with toxic emotions. Moreover, toxic emotions could effectively predict nurses' counterproductive work behaviour and organisational citizenship behaviour. Finally, it was found that toxic emotions partially mediated the negative effects of abusive supervision on both work behaviours. Toxic emotions at work are a critical mediating variable between abusive supervision and both counterproductive work behaviour and organisational citizenship behaviour. Hospital administrators can implement policies designed to manage events effectively that can spark toxic emotions in their employees. Work empowerment may be an effective way to reduce counterproductive work behaviour and to enhance organisational citizenship behaviour among nurses when supervisors do not promote a healthy work environment for them.

Most researches in the organizational citizenship behaviors (OCBs) field illustrate a wide range of positive outcomes for both employees and organizations. Some studies have investigated the other side of the coin, as well as the dark side of OCBs and the tendencies of these kinds of behaviors to increase deviant and counterproductive work behaviors (CWBs). Nowadays, investigations about counterproductive work behaviors (CWBs) and the finding of their causes is crucial for organizations. Sometimes the causes of CWBs are clarified, but sometimes extra-role behaviors such as OCBs, which have a negative relation with CWBs as well as organizational culture, can contribute to the formation of counterproductive work behaviors (CWBs). In this paper, by considering moral licensing theory and effects of abusive climate in organizations, as well as dysfunctional culture dimensions, I discuss how employees who engage in OCB may subsequently participate in counterproductive work behaviors (CWBs).

In this study, we report the results of a meta-analysis of the relations between perceptions of organisational politics (POP) and attitudinal, psychological health, and behavioural variables using data from 118 independent samples, totaling 44,560 participants. Among the variables examined, POP was most strongly related to organisational trust and interactional justice, but also exhibited relations with a variety of other criteria, including positive relations with stress, burnout, turnover intentions and counterproductive work behaviour, and negative relations with job satisfaction, citizenship behaviour, and job performance. We also found evidence that some effect sizes were moderated by the publication status, geographical origin of data, and types of measures used to assess POP.Keywords: perceptions of organisational politics, stress, job satisfaction, absenteeism, organisational trustIt has been about 25 years since Ferris, Russ, and Fandt (1989) introduced their seminal model of perceptions of organisational politics (POP) and more than a decade since it was revised and updated by Ferris, Adams, Kolodinsky, Hochwarter, and Ammeter (2002). Since that time, researchers have used these models to guide their investigations of the antecedents, correlates, and consequences of perceptions of politics in work settings. Reviews of this literature have generally shown that politics is influenced by a variety of individual attributes, such as Machiavellianism, positive affectivity, and locus of control, and conditions in the work environment, such as job autonomy, centralization, and formalization (e.g., Ferris et al., 1989; Hochwarter & Thompson, 2010; Valle & Perrewe, 2000). In addition, research has shown that individuals who perceive politics at work experience negative outcomes; for example, lower levels of job satisfaction and commitment and higher levels of job stress (e.g., Atine, Darrat, Fuller, & Parker, 2010; Miller, Rutherford, & Kolodinsky, 2008).Although Ferris et al.'s (2002, 1989) framework has been useful in advancing the understanding of the nomological network of POP, much of the empirical research on the construct has focused on its proposed consequences. Given this, the primary purpose of the present meta-analysis was to contribute to our understanding of, and guide future research on POP by (a) representing, as accurately as possible given the available data, the relations between POP and its theoretically proposed consequences; and (b) investigating whether these relations are moderated by methodological or other variables.Using insights from the job demands-resources (JD-R) theory (Bakker & Demerouti, 2007; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001), we propose organisational politics as a job demand that requires employees to expend sustained physical and/or psychological effort to manage, resulting in various negative attitudinal, psychological health, and/or behavioural consequences. Past reviews by Chang, Rosen, and Levy (2009) and Miller, Rutherford, and Kolodinsky (2008) have helped to integrate segments of the literature on POP but focused on a narrower set of individual outcomes than were examined in this meta-analysis. For instance, Miller et al. (2008) focused specifically on job satisfaction, stress, job performance, turnover intentions, and organisational commitment, while Chang et al. (2009) focused on strain, job satisfaction, turnover intentions, organisational citizenship behaviours-individual (OCB-I), organisational citizenship behaviours (OCB-O), task performance, and affective commitment. Our goal with the present research is to extend and update previous reviews in three ways. First, we analyse a broader range of variables that have been theoretically positioned as consequences of POP. In addition to the variables included in previous studies, we also include variables such as absenteeism, counterproductive work behaviours, self- and supervisor-rated job performance, burnout, job involvement, organisational trust, organisational support, perceived work control, distributive justice, interactional justice, and procedural justice. …

Counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) are two seemingly opposite types of active and volitional behaviors. However, previous research on the mutual relationships between these two types of behavior has yielded inconclusive results. Such relationships are of particular interest in countries such as Poland, which is still in the process of economic and social transformation from a communist to a capitalist system. Therefore, the current study sought to re-examine the relationships between OCB and CWB in a large sample of Polish employees. One thousand and fifty-one employees were recruited from small, medium, and large Polish enterprises to take part in the study, and they completed questionnaire measures of CWB and OCB. The results showed that the overall frequencies of CWB and OCB were statistically significantly correlated. However, while some dimensions of OCB were found to be significantly negatively correlated with certain categories of CWB, one dimension of OCB was significantly positively correlated with CWB. Cluster analysis allowed for distinguishing of four subgroups of participants with different profiles of CWB and OCB, including a subgroup that exhibited equal levels of OCB and CWB and a subgroup that exhibited high levels of CWB cooccurring with increased frequencies of some dimensions of OCB. These results demonstrate that, overall, CWB and OCB are relatively independent and unrelated constructs; however, their particular dimensions may show a more complex pattern of relationships.

Purpose:The purpose of this paper is to examine the issue of CWB and job satisfaction.It identifies the relationship between CWB and job satisfaction.Design/methodology/approach: The study involved 1051 employees of small, medium, and large Polish companies.The theoretical part describes the issues related to counterproductive behavior (CWB) and job satisfaction.The empirical part presents the results of the study on the relationship between these variables.Job satisfaction was measured using the Job Satisfaction Scale (Zalewska, 2001(Zalewska, , 2003)), consisting of 5 statements regarding the evaluation of the work sphere.CWB was measured using the Counterproductive Work Behavior Checklist (CWB-C) by Spector et al. (2006).Findings: The study revealed: (a) a negative correlation of CWB with job satisfaction; (b) a positive correlation between job tenure and some dimensions and overall CWB index; (c) a positive relationship between job form and position and CWB.Research limitations/implications: Among the limitations it should be noted that since all the variables were measured in the same questionnaire, the results may have been influenced by systematic errors due to variances in the common method.In order to overcome this problem (Podsakoff et al., 2012), future research should/could take into account other sources of exploration, such as supervisors' opinions as well as systematic observations.Moreover, the study was based on self-report measures for all variables.Although CWB self-report surveys and job satisfaction may be less prone to halo errors (Fox et al., 2012), it is still possible that some of these results were influenced by errors related to showing your best side, although the survey was anonymous.The studied sample, although quite large, cannot be considered representative of the general population of Polish workers.Future research should seek to recreate and elucidate the association with larger and more diverse samples. Practical implications:The research presented has several important implications for organizations.Organizations should focus on job satisfaction as an indicator of success in creating workplaces conducive to improved well-being, engagement, and performance.If organizations can anticipate counterproductive behaviors and implement effective interventions and prevention programs they can save significant financial resources.Organizations that want to eliminate CWB and increase their productivity should pay more attention to addressing organizational constraints, resolving interpersonal issues, and increasing job satisfaction among their employees.Originality/value: The article deals with a relatively rarely discussed topic in the Polish literature.Topics that are very topical, useful not only for other researchers but also for practitioners.Given the costs and consequences associated with counterproductive behaviors, it can be argued that a management priority should be how to recognize these behaviors and what corrective and proactive actions to take.The results of this study provide a framework for understanding aberrant behaviors and better ways to minimize their occurrence in the workplace.

ABSTRACTThis research examines the moderating effects of job embeddedness on organizational citizenship behavior through both person–organization fit and perceived organizational support as well as the mediating effect of perceived organizational support on the relationship between person–organization fit and organizational citizenship behavior. Using a sample of 673 hotel employees and 131 managers, it was found that perceived organizational support mediated the relationship between person–organization fit and organizational citizenship behavior. The results also showed that the relationship between person–organization fit and organizational citizenship behavior, and the relationship between perceived organizational support and organizational citizenship behavior were stronger among employees who were more embedded into their jobs. The results revealed that hotels in China that strive for organizational citizenship behavior should focus primarily on perceived organizational support and person–organization fit. In light of the findings, the article offers insight into the practical implications for organizational citizenship behavior. Limitations and future research directions are discussed at the end.

PurposeThe purpose of this study is to investigate the impact of person-organization (PO) fit on work engagement (WE). The paper also explores the relationships among WE, organization citizenship behavior-individual (OCBI) and organization citizenship behavior-organization (OCBO). Lastly, the study analyzes the mediating effect of WE between PO fit and OCBI/OCBO.Design/methodology/approachFor this purpose, a questionnaire has been designed and survey data has been collected from 280 frontline employees of private banks in Pakistan. The partial least squares–structural equation modeling (PLS-SEM) technique has been employed to analyze the data and for testing the study hypotheses.FindingsFindings show the positive relationship of PO fit with WE, and the positive relationship of WE with OCBI/OCBO. It is also seen that WE mediate the relationship between PO fit and OCBI/OCBO.Originality/valueNo prior study tests the mediation of WE between PO fit and OCBI/OCBO. Further, organization citizenship behavior (OCB) has mostly been studied as a single construct; however, the current study discussed the individual and organizational aspects of OCB with PO fit and WE.

Background: Human capital is the vital resource of any organization. The perceived inclusion of employees within the organization leads to positive employee outcomes such as psychological health, job satisfaction, commitment, and productivity. Whereas, on the other hand employee’s exclusion or ignorance at workplace, gives rise to negative employee outcomes in the form of counter productive work behavior. In the last decade, the concept of workplace mistreatment became the center of attention in health care research in general and specifically in Pakistan. Objectives: The aims and objective of current study was to explore the perception of nurses regarding workplace ostracism and counterproductive work behaviors at tertiary health care sector. Study Design: A qualitative descriptive design was used for this study. Methodology: A qualitative approach was adopted, and 12 semi-structured interviews from the staff nurses from tertiary health care hospital were conducted. The transcribed interviews were coded, and an inductive thematic analysis was used to generate themes and sub-themes. Place and Duration: Present study was conducted in Allied Hospital, Faisalabad from March 2022 to June 2022. Results: The study findings depicted six behaviors, i.e. biased treatment, exclusion from formal and informal interactions, interpersonal alienation, delayed sharing or hiding of knowledge, lack of work-related, social and emotional support constituted the acts of workplace ostracism in hospital setting. The psychological well-being of nurses suffered in terms of negative emotions, reduced job, career and life satisfaction in their work and family life. There is more negative outcome of workplace ostracism as compare to positive one. This negative outcome regards as counterproductive work behavior and in depth, exploration reveals its meaning, causes and consequences on both individual and organizations. Practical Implications: This exploratory study focuses on workplace ostracism and counterproductive work behavior among nurses in a tertiary healthcare setting. The study highlights the negative impact of workplace ostracism on the psychological well-being and work-related outcomes of nurses, and emphasizes the need for creating inclusive work environments that promote positive employee outcomes. Conclusion: This study found six exclusionary behaviors, i.e. biased treatment, exclusion from formal and informal interaction, interpersonal alienation, delayed sharing or hiding of knowledge, lack of work related, social and emotional support that constituted the acts of ostracism in health sector. In addition, this study also explores the causes of ostracism as jealousy, envy, ethnic, political and union discrimination. Besides, it was found that workplace ostracism. Keywords: Workplace ostracism, Counterproductive work behavior, Nurses, Psychological well-being, qualitative, Contextual factors.

The purpose of this study was to analyze the effect of work motivation, work environment and job satisfaction on Organizational Citizenship Behavior (OCB) with organizational commitment as an intervening variable. The research respondents were employees at the Bank Indonesia Branch Office of Riau Island Province. Data collection is done by questionnaire. Data analysis using simultaneous multiple regression techniques with two regression equations with SPSS data processor version 20. The results of the analysis show that the variables of work motivation, work environment and job satisfaction have a positive and significant effect on organizational commitment and organizational commitment has a positive and significant effect on OCB. Work motivation, work environment and job satisfaction influence OCB through organizational commitment. The research results on the influence of work motivation on organizational commitment are significant. The influence of Organizational Commitment on the Organizational Citizenship Behavior (OCB) variable is significant. The influence of the Work Environment on Organizational Commitment is significant. The influence of the Work Environment on Organizational Citizenship Behavior (OCB) is significant. The influence of Job Satisfaction on Organizational Commitment is significant.The influence of Job Satisfaction on the Organizational Citizenship Behavior (OCB) variable is significant. The influence of Organizational Commitment on Organizational Citizenship Behavior (OCB) is significant. Organizational Commitment can bridge the influence between Organizational Commitment and Organizational Citizenship Behavior (OCB). Organizational Commitment can bridge the influence of the Work Environment on Organizational Citizenship Behavior (OCB). Organizational Commitment can bridge the influence of Job Satisfaction on Organizational Citizenship Behavior (OCB).

In the current era of globalization, human resources in a company play a very important role. The concentration of human resources is centered on people who have work ties in the company so that they can improve employee performance in it. One of the things that most affects employee performance is job dissatisfaction. Researchers added counterproduction work behavior as a mediating variable to consider employee reasons, why employees feel work stress towards job dissatisfaction. This study aims to determine the effect of work stress on job dissatisfaction with counterproduction work behavior as a mediating variable. This type of research is quantitative with an associative nature. The population in this study were employees of the Wayhalim branch of Mie Gacoan with a sample of 53 respondents, because this study used a non-probability sampling technique which was a saturated sampling type. Data processing with SmartPLS. Based on the research that has been done, the results are in accordance with the research hypothesis, namely that there is a positive and significant influence between work stress and job dissatisfaction. Work Stress has a positive and insignificant effect on counterproduction work behavior. Counterproduction work behavior has a positive and insignificant effect on job dissatisfaction. Counterproduction work behavior has a positive and insignificant effect on Job Stress and job dissatisfaction.

The purpose of the present research is to investigate the role of emotional intelligence in counterproductive work behavior in the Local Government Organizations. The relationship between counterproductive work behavior, emotional intelligence and job satisfaction is also explored. A quantitative empirical survey was conducted in the public sector and especially in the Municipality of Chalkida, in Greece. The research findings have shown that job satisfaction has a negative correlation with counterproductive work behavior and positive correlation with emotional intelligence. Additionally, counterproductive work behavior & emotional intelligence are influenced by age. Emotional intelligence has high score among the employees of the Municipality of Chalkida and this indicates a low tendency to exhibit counterproductive work behavior. The generalisation of the findings are potential limited by the fact that the sample consisted only of employees within a particular local government. Ebracing such surveys by local governments will be of use to resources management strategies and plans so as to improve human resources performance and create a work environment that is as optimal as possible. Additionally, they will improve citizens service and that will lead to a better reputation and value of the public organisations. The present study contributes to the literature on emotional intelligence and counterproductive work behavior in the work place by investigating the relationship between them.

This study aims to analyze the effect of person job fit, person organization fit on organizational commitment with job satisfaction as an intervening variable on teachers of Ma'arif As Sa'adiyah Islamic boarding school. This study uses a quantitative method. The population in this study were all teachers of Ma'arif As Sa'adiyah Islamic boarding school totaling 30 people. The sampling technique used a non-probability sampling method using a saturated sampling technique. Data analysis method using the Structural Equation Model (SEM) with partial Least Square (SEM PLS). The results of this study indicate that person job fit has a significant effect on job satisfaction. Person organization fit has no significant effect on job satisfaction. Person job fit has a significant effect on organizational commitment. Person organization fit has a significant effect on organizational commitment. Job satisfaction has a significant effect on organizational commitment. Person job fit has a significant effect on organizational commitment with job satisfaction as an intervening variable. Person organization fit has no significant effect on organizational commitment with job satisfaction as an intervening variable.

This study explores the role of perceived fit (PE fit) in the newcomer socialization process, focusing on its impact on newcomer adjustment and distal outcomes such as job satisfaction. By distinguishing between person-organization (PO) fit, demand-ability (DA) fit, and needs-supply (NS) fit, the study examines their unique contributions. Longitudinal data from 455 employees at a Japanese electronics manufacturer were analyzed using mediation analysis to assess the relationships between newcomer adjustment, perceived fit, and job satisfaction. The findings show that PE fit mediates the relationship between newcomer adjustment and job satisfaction. While role clarity, task mastery, and social integration positively affect job satisfaction, the influence of role clarity and task mastery becomes insignificant when fit is included, suggesting a more complex relationship between newcomer adjustment and distal outcomes. Further analysis reveals that DA fit and NS fit are positively influenced by all three newcomer adjustment factors, whereas PO fit is not significantly affected by task mastery. Notably, NS fit has an almost threefold stronger impact on job satisfaction than PO fit and DA fit, highlighting its greater importance. These findings underscore the differential roles of PE fit components in the socialization process, suggesting practical implications for organizations seeking to enhance newcomer adjustment and job satisfaction.

The aim of the researchers in conducting research was to see the relationship between Job Satisfaction and Counterproductive Work Behavior with Work Engagement as a mediator during the Covid-19 Pandemic situation. The hypothesis in this research is. Researchers used a quantitative approach method, data was collected through questionnaires distributed online at a certain time. Data processing and analysis techniques were carried out using the Statistical Product and Service Solution (SPSS) program version 25 for Windows and the LISREL program version 8.8 for Windows. The results of this research show that there is a positive and significant mediating role, which means that Work Engagement has a negative and significant mediating role on Counterproductive Work Behavior. This shows that Job Satisfaction will form high Work Engagement so that it will help reduce Counterproductive Work Behavior in employees

The relationship between nurses’ social network degree centrality and organizational citizenship behavior: The multiple mediating effects of job satisfaction and work engagement