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Journal of Business and Psychology

Erschienen in:

01.03.2013

The Mediating Role of Discrete Emotions in the Relationship Between Injustice and Counterproductive Work Behaviors: A Study in Pakistan

verfasst von: Abdul Karim Khan, Samina Quratulain, Jonathan R. Crawshaw

Erschienen in: Journal of Business and Psychology | Ausgabe 1/2013

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Abstract

Purpose

Our study explores the mediating role of discrete emotions in the relationships between employee perceptions of distributive and procedural injustice, regarding an annual salary raise, and counterproductive work behaviors (CWBs).

Design/Methodology/Approach

Survey data were provided by 508 individuals from telecom and IT companies in Pakistan. Confirmatory factor analysis, structural equation modeling, and bootstrapping were used to test our hypothesized model.

Findings

We found a good fit between the data and our tested model. As predicted, anger (and not sadness) was positively related to aggressive CWBs (abuse against others and production deviance) and fully mediated the relationship between perceived distributive injustice and these CWBs. Against predictions, however, neither sadness nor anger was significantly related to employee withdrawal.

Implications

Our findings provide organizations with an insight into the emotional consequences of unfair HR policies, and the potential implications for CWBs. Such knowledge may help employers to develop training and counseling interventions that support the effective management of emotions at work. Our findings are particularly salient for national and multinational organizations in Pakistan.

Originality/Value

This is one of the first studies to provide empirical support for the relationships between in/justice, discrete emotions and CWBs in a non-Western (Pakistani) context. Our study also provides new evidence for the differential effects of outward/inward emotions on aggressive/passive CWBs.

Vorheriger Artikel Real Men Don’t Make Mistakes: Investigating the Effects of Leader Gender, Error Type, and the Occupational Context on Leader Error Perceptions

Nächster Artikel Team–Member Exchange and Work Engagement: Does Personality Make a Difference?

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It is important to note that we did not include interactional justice in our study. There were two reasons for this. First, according to Beugré (2007), in high power distance cultures, the relationship between employees and managers may take a highly paternalistic form and deference to authority figures may be considered as a normal way of dealing with supervisors. We were concerned that in asking participants to answer very sensitive questions regarding their supervisors we may promote spurious findings or non-response. Second, our research design focused on emotions experienced immediately after the announcement of annual salary raise and commonly interactional justice calculations come into play some time after the allocation process. Hence, at the time of the salary raise announcement, and data collection, interactional justice perceptions may not yet have been effectively formulated.

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Titel: The Mediating Role of Discrete Emotions in the Relationship Between Injustice and Counterproductive Work Behaviors: A Study in Pakistan
verfasst von: Abdul Karim Khan
Samina Quratulain
Jonathan R. Crawshaw
Publikationsdatum: 01.03.2013
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 1/2013
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-012-9269-2

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