| Summary: | 碩士 === 國立東華大學 === 企業管理學系 === 100 === In the past, organizational behavior tended to focus on employees’ positive behaviors, the studies on negative behaviors are fewer. In recent years, more and more researchers have begun to pay attention to employees’ negative behaviors. Basing on social comparison theory and equity theory, the study examined the influences of procedural injustice perception and relative deprivation feeling in the workplace on employee cynicism and withdrawal behavior. However, only the perception on workplace cannot effectively predict employees’ behaviors. Therefore, we examined the factors that moderate the relationships between perceptions on workplace (i.e., perception of personal ability and organizational capability) and employees’ behaviors.
This study adopted survey method. Data were collected at two phases from real estate salespersons in Taipei metropolitan areas. In the first phase, 418 usable questionnaires were returned, and 335 were returned in the second phase. After pairing the questionnaires of the two phases, a total of 318 pairs were valid. This study uses hierarchical regression analyses to analyze the relationship between perceptions on workplace (procedural injustice and relative deprivation) and employees’ negative behaviors (cynicism and withdrawal behavior).
The empirical results show that: (1) procedural injustice has a positive impact on employee negative behaviors (cynicism and withdrawal behavior); (2) relative deprivation has a positive impact on employee negative behaviors (cynicism and withdrawal behavior); (3) self-efficacy has a significant negative moderating effect on the relationship between procedural injustice and employee negative behaviors (cynicism and withdrawal behavior), but has no moderating effect on the relationship between relative deprivation and employee negative behaviors (cynicism and withdrawal behavior); (4) perception of changing capability has no moderating effect on the relationship between the employee perceptions (procedural injustice and relative deprivation) and employee negative behaviors (cynicism and withdrawal behavior).
According to these results, when employees have negative perceptions in the workplace, they tend to have negative behaviors. To decrease employees’ negative behaviors, organizations should change the unfair and unjust work environment. In addition, selecting employees with high self-efficacy and increasing individual’s ability through training can lessen their negative behaviors even in the unjust work environment. Finally, there are still many potential factors that may lead to negative behaviors. Future studies can examine other factors to understand the reasons why employees perform negative behaviors, thus facilitating the research comprehension and helping organizations to effectively inhibit employee negative behaviors.
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