When HRM practices malfunction, 'evil is born'. HRM role in explaining counterproductive behaviors
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Published:
Nov 19, 2019
Keywords:
Human Resources Management (HRM), Employee behaviours, Working environment, Organizational climate, Employees' engagement
Main Article Content
Abstract
The purpose of this article is to describe how and in what situations the HRM practices may contribute to counterproductive behavior. Based on the cognitive framework of employee behavior in the organization, it was assumed that negatively perceived HRM practices may indirectly affect the counterproductive behavior of employees. Organizational politics became the mediator of the relationship, and the incivility climate was adopted as a moderating variable. The research covered 816 employees of medium-sized, large enterprises as well as corporations. The selection of companies for the study was representative of the entire Poland and the PKD sections. Regression models were used to test hypotheses and quantify the effects of mediation and moderation. The results show that HRM practices indirectly explain counterproductive behaviors, through the mediating role of organizational politics. At the same time, it has been shown that in situations where there is a high incivility climate, the organizational politics does not increase the tendency to counterproductive behavior. Research has shown the important role of HRM practices in counteracting counterproductive behavior and building a professional climate. It also indicates the need for longitudinal research, which will better explain the nature of the impact of the HRM system on the activity of employees in the professional environment. Ineffectively functioning personnel policy does not translate directly into counterproductive employee behavior. On the other hand, it may contribute to the emergence of a tendency to organizational politicization and incivility climate, which explain the negative behavior of the employed staff. It can be indicated that properly functioning personnel policy of the company not only leads to a better professional climate, but indirectly can reduce the tendency of employees to counterproductive behavior.(original abstract)
Article Details
How to Cite
Turek, D. (2019). When HRM practices malfunction, ’evil is born’. HRM role in explaining counterproductive behaviors. Organization and Management, (3 (186), 39–55. Retrieved from https://econjournals.sgh.waw.pl/OiK/article/view/1081
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References
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28. Snijders T. A. B., Bosker R. J. [2012], Multilevel analysis: An introduction to basic and advanced multilevel modeling, Sage, Thousand Oaks.
29. Subramony M. [2009], A meta-analytic investigation of the relationship between HRM bundles and firm performance, "Human Resources Management" 48 (5): 745-768.
30. Timmons A. C., Preacher K. J. [2015], The importance of temporal design: How do measurement intervals affect the accuracy and efficiency of parameter estimates in longitudinal research? "Multivariate Behavioral Research" 50: 41-55.
31. Turek D. [2012], Kontrproduktywne zachowania pracowników w organizacji, Difin, Warsaw.
32. Tzabbar D., Tzafrir S., Baruch Y. [2017], A bridge over troubled water: Replication, integration and extension of the relationship between HRM practices and organizational performance using moderating meta-analysis, "Human Resource Management Review" 27 (1): 134-148.
33. Valle M., Kacmar K., Zivnuska S. [2019], Understanding the effects of political environments on unethical behavior in organizations, "Journal of Business Ethics" 156 (1): 173-188.
34. Werbel J., Balkin B. B. [2010], Are human resource practices linked to employee misconduct? A rational choice perspective, "Human Resource Management Review" 20: 317-326.
35. Wiltshire J., Bourdage J. S., Lee K. [2014], Honesty-humility and perceptions of organizational politics in predicting workplace outcomes, "Journal of Business Psychology" 29: 235-251.
36. Wooten K. C. [2001], Ethical dilemmas in human resource management: An application of a multidimensional framework, a unifying taxonomy, and applicable codes, "Human Resource Management Review" 11 (1-2): 159-175.
37. Yang L.-Q., Caughlin D. E., Gazica M. W., Truxillo D. M., Spector P. E. [2014], Workplace mistreatment climate: A review of contextual influence from the target's perspective, " Journal of Occupational Health Psychology" 19 (3): 315-335.
2. Baloch M. A., Meng F., Xu Z., Cepeda-Carrion I., Danish, Bari M. W. [2017], Dark triad, perceptions of organizational politics and counterproductive work behaviors: The moderating effect of political skills, "Frontiers in Psychology" 8 (1972): 1-14.
3. Boon C., Den Hartog D. N., Boselie P., Paauwe J. [2011], The relationship between perceptions of HR practices and employee outcomes: Examining the role of person- organization and person-job fit, "The International Journal of Human Resource Management" 22 (1): 138-162.
4. Chang C.-H., Rosen C. R., Levy P. E. [2009], The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination, "Academy of Management Journal" 52 (4): 779-801.
5. Cortina L. M., Kabat-Farr D., Leskinen E. A., Huerta M., Magley V. J. [2013], Selective incivility as modern discrimination in organizations: Evidence and impact, "Journal of Management" 39 (6): 1579-1605.
6. Cortina L. M., Magley V. J., Williams J. H., Langhout R. D. [2001], Incivility in the workplace: Incidence and impact, "Journal of Occupational Health Psychology" 6: 64-80.
7. Drory A., Vigoda-Gadot E. [2010], Organizational politics and human resource management: A typology and the Israeli experience, "Human Resource Management Review" 20: 194-202.
8. Eldor L. [2017], Looking on the bright side: The positive role of organisational politics in the relationship between employee engagement and performance at work, "Applied Psychology: An International Review" 66 (2): 233-259.
9. Fandt P. M., Ferris G.R. [1990], The management of information and impressions: When employees behave opportunistically, "Organizational Behavior and Human Decision Processes" 45: 140-158.
10. Gandz J., Murray V. V. [1980], The experience of workplace politics, "Academy of Management Journal" 23: 237-251.
11. Hayes A. F. [2018], An introduction to mediation, moderation, and conditional process analysis: A regression-based approach, The Guilford Press, New York.
12. Jensen J. M., Patel C. P., Messersmith J. G. [2013], High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions, "Journal of Management" 39 (6): 1699-1724.
13. Kacmar K. M., Bozeman D. P., Carlson D. S., Anthony W. P. [1999], An examination of the perceptions of organizational politics model: Replication and extension, "Human Relations" 52: 383-416.
14. Kacmar K. M.,Carlson D. S. [1997], Further validation of the perceptions of politics scale (POPS): A multi-sample approach, "Journal of Management" 23: 627-658.
15. Kline R. B. [2011], Principles and practice of structural equation modelling, The Guilford Press, New York.
16. Koopmans L. [2014], Measuring individual work performance, Body@Work, Research Center on Physical Activity, Work and Health, Leiden.
17. Lewicka D. [2014], Nieprawidłowości w obszarze polityki personalnej, in: D. Lewicka (ed.), Zapobieganie patologiom w organizacji, Wydawnictwo Naukowe PWN, Warsaw.
18. Miller B. K., Rutheford M., Kolodinsky R. [2008], Perceptions of organizational politics: A meta-analysis of outcomes, "Journal of Business and Psychology" 22: 209-222.
19. Oppenauer V., Van De Voorde K. [2018], Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: A multi- level study, "The International Journal of Human Resource Management" 29 (2): 311-337.
20. Pearson C., Andersson L. M., Porath C. L. [2005], Workplace incivility, in: S. Fox, P. E. Spector (eds.),Counterproductive work behavior, American Psychological Association, Washington: 177-200.
21. Pichler S., Livingston B. A., Ruggs E. N., Varma A. [2016], The dark side of high performance work systems, implications for workplace incivility, work- family conflict, and abusive supervision, in: N. M. Ashkanasy, R. J. Bennett, M. J. Martinko (eds.), Understanding the high performance workplace, the line between motivation and abuse, Routledge, New York: 231-251.
22. Pocztowski A. [2008], Zarządzanie zasobami ludzkimi. Strategie, procesy, metody, PWE, Warsaw.
23. Randall M. L., Cropanzano R., Bormann C. A., Birjulin A. [1999], Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior, "Journal of Organizational Behavior" 20: 159-174.
24. Rosen C. C., Levy P. E., Hall R. J. [2006], Placing perceptions of politics in the context of feedback environment, employee attitudes, and job performance, "Journal of Applied Psychology" 91 (1): 211-230.
25. Saridakis G., Lai Y., Cooper C. L. [2017], Exploring the relationship between HRM and firm performance: A meta-analysis of longitudinal studies, "Human Resource Management Review" 27 (1): 87-96.
26. Schilpzand P., De Pater I. E., Erez A. [2016], Workplace incivility: A review of the literature and agenda for future research, "Journal of Organizational Behavior" 37: 57-88.
27. Simões E., Duarte A. P., Neves J., Silva V. H. [2019], Contextual determinants of HR professionals' self-perceptions of unethical HRM practices, "European Journal of Management and Business Economics" 28 (1): 90-108.
28. Snijders T. A. B., Bosker R. J. [2012], Multilevel analysis: An introduction to basic and advanced multilevel modeling, Sage, Thousand Oaks.
29. Subramony M. [2009], A meta-analytic investigation of the relationship between HRM bundles and firm performance, "Human Resources Management" 48 (5): 745-768.
30. Timmons A. C., Preacher K. J. [2015], The importance of temporal design: How do measurement intervals affect the accuracy and efficiency of parameter estimates in longitudinal research? "Multivariate Behavioral Research" 50: 41-55.
31. Turek D. [2012], Kontrproduktywne zachowania pracowników w organizacji, Difin, Warsaw.
32. Tzabbar D., Tzafrir S., Baruch Y. [2017], A bridge over troubled water: Replication, integration and extension of the relationship between HRM practices and organizational performance using moderating meta-analysis, "Human Resource Management Review" 27 (1): 134-148.
33. Valle M., Kacmar K., Zivnuska S. [2019], Understanding the effects of political environments on unethical behavior in organizations, "Journal of Business Ethics" 156 (1): 173-188.
34. Werbel J., Balkin B. B. [2010], Are human resource practices linked to employee misconduct? A rational choice perspective, "Human Resource Management Review" 20: 317-326.
35. Wiltshire J., Bourdage J. S., Lee K. [2014], Honesty-humility and perceptions of organizational politics in predicting workplace outcomes, "Journal of Business Psychology" 29: 235-251.
36. Wooten K. C. [2001], Ethical dilemmas in human resource management: An application of a multidimensional framework, a unifying taxonomy, and applicable codes, "Human Resource Management Review" 11 (1-2): 159-175.
37. Yang L.-Q., Caughlin D. E., Gazica M. W., Truxillo D. M., Spector P. E. [2014], Workplace mistreatment climate: A review of contextual influence from the target's perspective, " Journal of Occupational Health Psychology" 19 (3): 315-335.