Context:

Researchers in the field of CWB have increasingly devoted their attention to wider their range of conterproductive behavior at organisation and developed a broadened conceptualization of CWB.  Psychological contract, breach has been executed when employees perceive that employer has failed to fulfill one or more of its obligations.

Objectives:

• To examine Psychological Contract breach as predictor of Counterproductive work behavior among male and female employees.
• To assess Organizational Justice (Distributive justice, Interactional justice, Procedural Justice) as predictor of Counterproductive work behavior among male and female employees.
• To compare male and female employees on Counterproductive work behavior, Psychological contract breach and organizational Justice.

Method:

Participants:

The sample of the study consist of 100 employees of an organization (50 males and 50 females each) working in India.

Tools

Counterproductive work behavior scale develeped by spector(2010). The 10-item form has half organization-focused and half person-focused items. Cronbach alpa .82 and reliabilty of .85 was found.

Organizational justice: Perceptions of distributive justice were measured with a 5-item scale developed by Neihoff and Moorman (1993). The Cronbach's alpha for this scale in Western studies was (0.90), (moorman et al., 1998),

Breach of psychological contract scale by Robinson & Morrison (2000)  is a 5-item scale with 5 dimensions developed by Robinson and Morrison (2000). Chronbach's Alpha calculated is 0.672 this shows that measure/scale is reliable while the reliability scale for the resource paper was 0.92.

Statistical Analysis

Obtained scores were analysed with the help of regression and t-test.

Results:

Regression analysis showed that contribution of psychological contract breach in predicting counterproductive work behavior among employees were significant (R²=0.132, F=14.951, p<0.05).   predictor explained 14.9% of the variance. Although, the value of F was significant, the effect size (0.20) falls under medium category as suggested by Cohen (1998).

All the domains of organizational justice i.e. Procedural justice, Interactional justice and distributive justice significantly predicted counterproductive work behavior among employees. . The value was .05 i.e. 5% of the CWB can be attributed to predictor i.e. distributive justice or the predictor explained 5% of the variance. The  effect size is (0.40) which indicated that distributive justice produce medium influence on CWB. Whereas contribution of Interactional justice in predicting counterproductive work behavior among male and female employees of organizations were significant (R²=.051, F=5.303,p<0.05).  The value was .042 i.e. 4.2% of the CWB can be attributed to predictor i.e. interactional justice or the predictor explained 4.2% of the variance. The effect size is  (0.06) which indicated that interactional justice produce very small influence on CWB.

Procedural justice in predicting counterproductive work behavior among male and female employees of organization was significant (R²=.087, F=.003,p<0.05).  The value was .078 i.e. 7.8% of the CWB can be attributed to predictor i.e. procedural justice or the predictor explained 7.8% of the variance. The effect size is  (0.07) which indicated that procedural justice produce small influence on CWB.

Regarding the comparison of male and female employees of  an organization on counterproductive work behavior. As it can be explained from the table, significant difference was found among male and female employees on the dimension of CWB (t=2.811, p<0.05). Although, the value of F is significant, the effect size (0.57) falls under high category as suggested by Cohen (1998), therefore it can be said that there is high level of difference between male and female on CWB.Additionally, male employees scored higher on the dimensions of CWB than female employees.

On psychological contract breach. significant difference was not found among male and female employees on the dimension of psychological contract (t=-1.309,p<0.05). Additionally, female employees scored higher on l the dimensions of psychological contract than male employees.

Significant difference was not found among male and female employees on the dimension of organizational justice (t=0.347, p<0.05). Male employees scored higher on the dimensions of organizational justice than female employees.

Implications:

• The present research  has focus on studying some specific constructs alone. This  can help them in review as there are very few researches done on this topic..
• Practical applications to help the employer understand how these variables are interrelated to counterproductive work behavior. And  will also help to focus on improving the quality of employees work in the organizations

Key words:  Organisational Justice, Psychological Contract Breach, counter productive Work Behavior