The relations of daily counterproductive workplace behavior with emotions, situational antecedents, and personality moderators: A diary study in Hong Kong.

By Jixia Yang, J. Diefendorff. 2009

325 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6ee68fd7d3e0aa9d5a7bd862339ae70b0d5aad75

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Can personality traits and daily positive mood buffer the harmful effects of daily negative mood on task performance and service sabotage? A self-control perspective (2015, background): “…found that negative mood (e.g., distressed, hostile, nervous, or upset) leads to unfavorable performance outcomes, such as reducing task performance or increasing counterproductive work behaviors (Judge, Scott, & Ilies, 2006; Miner & Glomb, 2010; Rothbard & Wilk, 2011; Yang & Diefendorff, 2009).”
Are Counterproductive Work Behavior and Withdrawal Empirically Distinct? A Meta-Analytic Investigation (2017, background): “CWB and withdrawal likely reflect a process of sequential behaviors and, therefore, should also be studied longitudinally at the withinperson level of analysis (R. J. Bennett & Robinson; Judge, Scott, & Ilies, 2006; Yang & Diefendorff, 2009).”
The Dynamic Relationships of Work Affect and Job Satisfaction with Perceptions of Fit (2014, background): “Further, there is growing evidence that self‐perceptions and evaluations of the environment, which comprise the components of a fit judgment, exhibit substantial within‐person variability (e.g., Fleeson, 2004; Fleeson et al., 2002; Yang & Diefendorff, 2009).”
A Scientific Review of the Remarkable Benefits of Happiness for Successful and Healthy Living (2013, background): “…levels of job satisfaction predict lower workplace deviance (behaviours such as stealing, taking excessive breaks, intentionally working slowly, and spreading rumours about colleagues) (Judge, Scott and Ilies, 2006), whereas unhappiness at work predicts higher deviance (Yang and Diefendorff, 2009).”
Feeling insulted? Examining end‐of‐work anger as a mediator in the relationship between daily illegitimate tasks and next‐day CWB (2018, methodology): “…ambiguity, perceived supervisor Copyright © 2018 John Wiley & Sons, Ltd.l/job 911 interpersonal injustice, perceived customer interpersonal injustice (Yang & Diefendorff, 2009), and employee‐reported significant daily work events (Matta et al., 2014) positively predict CWB and may do so through…”
Narcissism: An Integrative Synthesis and Dominance Complementarity Model (2014, background): “Recently, attention has focused on the role that negative emotions play in CWB, with evidence supporting that at least some CWB happens in the heat of the moment, as an impulsive response to negative affect (Dalal, Lam, Weiss, Welch, & Hulin, 2009; Yang & Diefendorff, 2009).”
A double‐edged sword: The moderating role of conscientiousness in the relationships between work stressors, psychological strain, and job performance (2015, background): “Employees with high conscientiousness are more likely to focus on their job duties even when confronting organizational constraints (Bowling & Eschleman, 2010) or interpersonal injustice (Yang & Diefendorff, 2009).”
Customer Mistreatment: A Review of Conceptualizations and a Multilevel Theoretical Model (2015, background): “…n A t 1 0: 38 1 0 Ju ne 2 01 5 (P T ) disappointment, hurt, guilt, and shame (Groth & Grandey, 2012; Rupp et al., 2007; Volmer, Binnewies, Sonnentag, & Niessen, 2012; Wegge, Vogt, & Wecking, 2007; Yang & Diefendorff, 2009) have also been examined as affective consequences of customer mistreatment.”