Getting even with one's supervisor and one's organization: relationships among types of injustice, desires for revenge, and counterproductive work behaviors

By David A Jones. 2009

351 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3f2e4b7f86d4e88291cd56fc5748dad4908eb4a2

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Organizational justice: New insights from behavioural ethics (2013, background): “Other work has shown that individuals will act assertively to restore fairness, often engaging in retributive behaviour (e.g. Carlsmith and Darley, 2008; Jones, 2009; Tripp et al., 2002).”
Exploring the Relationships Between Perceived Coworker Loafing and Counterproductive Work Behaviors: The Mediating Role of a Revenge Motive (2009, background): “They are: employees’ attitudes toward organizations or jobs (e.g., organizational justice perceptions, perceived organizational support, or job satisfaction), and individual differences (e.g., positive and negative affectivity, conscientiousness, or agreeableness) (Berry et al. 2007; Dalal 2005; Fox”
The relationship between workplace aggression and target deviant behaviour: The moderating roles of power and task interdependence (2012, result): “These findings concur with past research that has demonstrated that workplace aggression is targetspecific (Hershcovis et al., 2007; Jones, 2009), but they also add to the literature by showing when targeted deviance is most and least likely to occur.”
Interpersonal Justice and Deviance (2013, background): “As a result, some scholars have distinguished between the facets (e.g., Brown & Trevino, 2006; Henle, Giacalone, & Jurkiewicz, 2005; Jones, 2009; Mitchell & Ambrose, 2007), while others have combined the items to form a unidimensional measure of workplace deviance (e.”
Beyond Deterrence: An Expanded View of Employee Computer Abuse (2013, background): “A number of studies have illustrated how the type of injustice may predict the form of, and goal behind, organizational deviance (Inness et al. 2005; Jones 2009; Mitchell and Ambrose 2007).”
Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “Instead, research has focused on alternative beliefs and intentions as intervening mechanisms (D. A. Jones, 2009; Kickul et al., 2001; Lim, 2002).”
Tit for tat? Abusive supervision and counterproductive work behaviors: The moderating effects of locus of control and perceived mobility (2013, background): “Previous studies on the antecedents of CWB have focused generally on two aspects: one is the situational factors, such as organizational justice (Cohen-Charash & Mueller, 2007; Jones, 2009; Yang & Diefendorff, 2009), triggers (Marcus & Schuler, 2004), challenge and hindrance stressors (Rodell & Ju”
Towards a multi‐foci approach to workplace aggression: A meta‐analytic review of outcomes from different perpetrators (2010, background): “Recent research on workplace aggression and deviance (e.g., Hershcovis et al., 2007; Inness, LeBlanc, & Barling, 2008; Jones, 2009) and the related area of workplace injustice (e.g., Cropanzano, Byrne, Bobocel, & Rupp, 2001; Rupp & Cropanzano, 2002; Rupp & Spencer, 2006) highlights a need to take a…”
Negative Affect and Counterproductive Workplace Behavior: The Moderating Role of Moral Disengagement and Gender (2013, methodology): “found that perceived injustice/unfairness (Cohen-Charash and Mueller 2007; Hershcovis et al. 2007; Jones 2009), desire for revenge (Jones 2009), and abusive supervision (Detert et al.”
Lack of reciprocity, narcissism, anger, and instigated workplace incivility: A moderated mediation model (2013, result): “In line with recent findings (Bordia, Restubog, & Tang, 2008; Jones, 2009), future research could test how strongly incivility is driven by desire for revenge that is elicited by perceived lack of reciprocity.”
Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review (2016, background): “Our meta-analytic results suggest that the costs of low LMX may be greater than is often recognized in that neglected followers are likely to engage in counterproductive and deviant behavior that undermines both the supervisor and the organization (Jones, 2009).”