Relations of interpersonal unfairness with counterproductive work behavior: the moderating role of employee self-identity

Yang, Liu-Qin, Johnson, Russell E., Zhang, Xichao, Spector, Paul E. and Xu, Shiyong 2013, Relations of interpersonal unfairness with counterproductive work behavior: the moderating role of employee self-identity, Journal of business and psychology, vol. 28, no. 2, pp. 189-202, doi: 10.1007/s10869-012-9271-8.

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Title Relations of interpersonal unfairness with counterproductive work behavior: the moderating role of employee self-identity
Author(s) Yang, Liu-Qin
Johnson, Russell E.
Zhang, Xichao
Spector, Paul E.
Xu, Shiyong
Journal name Journal of business and psychology
Volume number 28
Issue number 2
Start page 189
End page 202
Total pages 15
Publisher Springer Science+Business Media BV
Place of publication Dordrecht, The Netherlands
Publication date 2013-06
ISSN 0889-3268
Keyword(s) unfairness
counterproductive work behavior
Summary PurposeFollowing the job demands–resources model, this study investigated the role of self-identity, or how employees define themselves in relation to others, in the relations between interpersonal unfairness and counterproductive work behavior (CWB). Self-identity, an important self-regulatory and resource-related variable, was proposed to moderate the unfairness–CWB relations.MethodologyA sample of 361 Chinese airline industry employees completed measures of identity, interpersonal unfairness, and CWB directed at people or the organization. We conducted a series of moderated regression analyses to test the hypotheses.FindingsWe found as expected relational identity (identity based on dyadic connection to another person) and collective identity (identity based on membership in a social group) buffered unfairness–CWB relations, such that positive relations were weaker when relational or collective identity was high (vs. low). Support was not found for the proposed moderation effect of individual identity (identity based on uniqueness from others) on unfairness–CWB relations. Supplementary relative weight analyses indicated that multiple identity levels and interactions between them accounted for considerable proportions of explained variance in CWB.ImplicationsThese findings suggest that different levels of employee identity seem to play different roles in the interpersonal unfairness–CWB relations, and it is important to continue studying employee identity profiles in the context of predicting CWB occurrences.Originality/ValueThis study not only advances our understanding of potential antecedents of CWB, but also underscores the importance of simultaneously studying all three levels of employee identity.
Language eng
DOI 10.1007/s10869-012-9271-8
Field of Research 150310 Organisation and Management Theory
1503 Business And Management
1701 Psychology
1505 Marketing
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2012, Springer Science+Business Media LLC
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Document type: Journal Article
Collections: Faculty of Business and Law
Department of Management
2018 ERA Submission
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