Last modified: 2018-08-09
Abstract
Background. Counterproductive work behavior (CWBs) frequently occur in many organizations, even if much of it goes unnoticed and unreported (Bennett & Robinson, 2000). CWBs may be directed toward organizational (CWBOs) and individual (CWBIs) for example, behaviors include withdrawal (e.g., absence, turnover intention), deviance (e.g., theft, sabotage, withholding effort), and interpersonal aggression (Chen & Spector, 1992; Robinson & Bennet, 1995; Eschleman, et.al., 2014). Previous studies have shown that CWBs have a negative impact on the organizations (Aquino, et.al; Peterson; Jones, as cited in Novrianti, 2014). The negative impact may influence on individual and organizational outcomes (Bolton et.al., 2012; Zhao et.al., 2013; Reynolds et.al., 2015). Considering the negative impact of CWBs on individual and organizational outcomes, several researchers have mostly concentrated on the variables that could affect CWBs (Zhao, et.al., 2013; Huang, et.al., 2017). Nevertheless, limited studies have been conducted on the relationship between basic psychological needs (autonomy, competence, and relatedness) and CWBs. Therefore, this study focus to examines the mediating role of perceived organizational justice (procedural, interpersonal, and distributive justice) in explaining the association between basic psychological needs, compensation, and CWBs.
Methods. The design of this study was a cross-sectional study. Data collected through convenience sampling techniques. Participants in this study were 277 people who work as employees for various government institutions (local government, ministries, and boards). The data was taken by using survey method with distributing scales consisting of Work Related-Basic Needs Satisfaction (W-BNS, Van Den Broeck,et.al., 2010), short version of Counterproductive Work Behaviors Checklist (CWB-C, Spector, Bauer, & Fox., 2010), and short version of Colquitt’s Organizational Justice Scale (OJS, Elovainio,et.al.,2010). The information about compensation collected from demographic data of participants. The analyses were tested using Model 4 of Hayes’s 2013 PROCESS Macro.
Results. The results have indicated that autonomy (Effect = -.061, SE = .020, LLCI = -.105, ULCI = -.025) and competence (Effect = -.043, SE = .018, LLCI = -.088, ULCI = -.014) was associated with organizational counterproductive work behaviors CWBOs indirectly through procedural justice. Relatedness (Effect = -.049, SE = .006, LLCI = -.032, ULCI = -.008) was associated with interpersonal counterproductive work behaviors (CWBIs) indirectly through interpersonal justice. Compensation (Effect = -.065, SE = .042, LLCI = -.179, ULCI = -.004) was associated with CWBIs through distributive justice.
Conclusion. Based on the results, we found support for the mediation model in which the association between basic psychological needs and decreased CWBs was mediated by increased organizational justice. Similar results were found for the association between compensation and CWBs. These findings also suggest several opportunities for organizational interventions aimed at minimizing the negative impact of CWBs among government employees by promoting basic psychological needs satisfaction, compensation management, and organizational justice.
Added-Values. Initial studies attesting to the associations of basic psychological needs, compensation, and CWBs still limited, especially in government institution setting. In addition, we examine the mediating role of organizational justice. This study found that non-monetary variables: basic psychological needs and organizational justice worth to consider in a way of minimizing CWBs for government employees in Indonesia.Contribution to society. These findings can be useful for the community, especially the government institutions to create a work environment that supports employees basic psychological needs and proposing the right compensation, thus employees can perceive fairness and minimizing the possibility that employees will engage in CWBs.
Keywords: counterproductive work behaviors, basic psychological needs, compensation, organizational justice, self-determination theory.
Word count: 648.