Hide/Show Apps

Determinants of counterproductive work behaviors: the role of workload, role ambiguity, leader support and work locus of control

Tuncer, Özge
Counterproductive work behaviors (CWB) are growing area that has important consequences for organizational effectiveness. There are two significant dimensions of CWB: Those that target organization (CWB-O) and those that target members of the organizations (CWB-I). Although various empirical research has analyzed the determinants and consequences of CWB, there is a limited research in the literature giving attention to work locus of control, workload, role ambiguity and leader support by focusing on Stressor-Emotion Model and Conservation of Resources Theory. With the aim of filling the gap in the literature on specific antecedents of CWB-O and CWB-I, this thesis tests the influences of workload, role ambiguity and leader support on those types of CWB through the moderation of work locus of control. One of the most important objectives of this study is to fill the gap in the literature in terms of examining specific organizational antecedents as predictors of CWB-O and CWB-I. Another significant objective of this study is giving recommendations to leaders about how they can prevent CWB-O and CWB-I and alter employees’ behaviors in their organizations through changing the certain aspects of their organizations. While doing so, the moderating effect of work locus of control is taken into consideration. In order to test the hypotheses on the relationships among the variables mentioned, data were acquired from employees, who have been working in private companies in Ankara, Turkey at least one year (N=196), through digital surveys prepared on Survey Monkey. The data obtained from the research was analyzed by using SPSS software. The results show that lack of leader support and having external work locus of control increases both types of CWB engagement. On the other hand, high work load has no significant direct effect on CWB-O and CWB-I engagement. In addition to these, high role ambiguity increases the CWB-O engagement, but have no significant effect on CWB-I. The discussion of these findings will be provided with the implications, limitations and suggestions for future studies.