Exploring the role of individual differences in the prediction of workplace aggression.

This study investigates the relationship between individual differences and the incidence of workplace aggression in a sample of employees from a transportation company and a public school system. Hierarchical multiple regression analysis indicated that measures of trait anger, attribution style, negative affectivity, attitudes toward revenge, self-control, and previous exposure to aggressive cultures accounted for 62% of the variance in the participants' self-reported incidence of workplace aggression. Further research on workplace aggression is advocated, focusing on the role of individual differences and their interactions with organizational and group-level variables. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Effects of Individual Differences and Charismatic Leadership on Workplace Aggression.

This study examined the effects of individual differences variables (trait anger, self-control, negative affectivity, attitudes toward revenge, and attributional style) and charismatic leadership on incidents of workplace aggression in a sample of 213 employees from a wide range of organizations. Hierarchical multiple regression analyses indicated that the individual differences variables accounted for 27% of the variance in workplace aggression and that charismatic leadership accounted for an additional 3% after controlling for individual differences. In addition, psychological empowerment partially mediated the relationship between charismatic leadership and workplace aggression. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interpersonal workplace deviance: Why do offenders act out? A comparative look on personality and organisational variables.

To understand interpersonal workplace deviance in a more comprehensive way, in this study we investigated the relationship between personality and organisational variables. Hierarchical multiple regressions based on responses from 284 employees revealed that physical violence was positively related to continuance commitment and workplace frustration and negatively correlated with procedural justice. Also, psychological violence was negatively correlated with age but positively linked to affective commitment and frustration. Amongst personality traits, agreeableness was negatively correlated with both physical and psychological violence. Furthermore, personality traits still explained a statistically significant proportion of variance after controlling for organisational and sociodemographic factors. Thus, it seems imperative to include personality traits to fully understand interpersonal workplace deviance. The discussion aims to help organisations cope with deviance in their work environment. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Hostility, job attitudes, and workplace deviance: Test of a multilevel model.

The authors tested a model, inspired by affective events theory (H. M. Weiss & R. Cropanzano, 1996), that examines the dynamic nature of emotions at work, work attitudes, and workplace deviance. Sixty-four employees completed daily surveys over 3 weeks, reporting their mood, job satisfaction, perceived interpersonal treatment, and deviance. Supervisors and significant others also evaluated employees' workplace deviance and trait hostility, respectively. Over half of the total variance in workplace deviance was within-individual, and this intraindividual variance was predicted by momentary hostility, interpersonal justice, and job satisfaction. Moreover, trait hostility moderated the interpersonal justice-state hostility relation such that perceived injustice was more strongly related to state hostility for individuals high in trait hostility. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The paradoxical consequences of revenge.

People expect to reap hedonic rewards when they punish an offender, but in at least some instances, revenge has hedonic consequences that are precisely the opposite of what people expect. Three studies showed that (a) one reason for this is that people who punish continue to ruminate about the offender, whereas those who do not punish "move on" and think less about the offender, and (b) people fail to appreciate the different affective consequences of witnessing and instigating punishment. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

"Where self-control comes from: On the development of self-control and its relationship to deviance over time": Correction.

Reports an error in "Where self-control comes from: On the development of self-control and its relationship to deviance over time" by Alexander T. Vazsonyi and Li Huang (Developmental Psychology, 2010[Jan], Vol 46[1], 245-257). The keys for Figures 3 and 5 on page 252 are incorrect. The corrected keys are provided. The figures have been updated without the application of a transformation, permitting a more straightforward interpretation. (The following abstract of the original article appeared in record 2009-24671-014.) The current study tested a set of interrelated theoretical propositions based on self-control theory (M. R. Gottfredson & T. Hirschi 1990). Data were collected on 1,155 children at 4.5 years, at 8.5 years (3rd grade), and at 10.5 years (5th grade) as part of the National Institute of Child Health and Human Development longitudinal study over a 6-year period. Findings based on simple structural equation models and latent growth modeling of developmental trajectories suggest that (a) there was great construct stability of self-control and deviance over the 6-year period, (b) there was positive growth in self-control trajectory over time, (c) parenting predicted this trajectory but also explained variability in self-control at initial status, (d) there was a declining deviance trajectory over time, (e) self-control at initial status reduced the unexplained deviance variance by 44.8%, and (f) both the intercept and slope factors shared about 75% of the variance based on growth-to-growth curve predictive models of self-control and deviance. Findings are discussed in terms of their implications for self-control theory and future empirical work. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interactive Effects of Personality and Perceptions of the Work Situation on Workplace Deviance.

Previous research on workplace deviance has examined the relationship of either personality or employees' situational perceptions with deviant behavior. In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. Using 4 samples of employees and multiple operationalizations of the core constructs, the authors found support for the hypothesis that positive perceptions of the work situation are negatively related to workplace deviance. In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.

In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypothesis. The implications of the results for understanding destructive behaviors in the workplace are examined. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Unfair treatment and revenge taking: The roles of collective identification and feelings of disappointment.

In the present research, we examine how procedural justice predicts acts of revenge as a function of members' sense of collective identification. A first scenario study showed that high identifiers expect their own group to be more fair and just than low identifiers, and if this is not the case, they exhibit higher levels of disappointment. A second scenario study showed that unfair procedures (relative to fair procedures) led to acts of revenge, but mainly so when collective identification was high rather than low. In addition, the level of disappointment that members experienced was found to mediate (at least partly) this interactive effect on revenge. A third laboratory study replicated the interactive finding of Study 2. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

In the eyes of the beholder: A non-self-report measure of workplace deviance.

Because employees may be reluctant to admit to performing deviant acts, the authors of this study reexamined the commonly used self-report measure of workplace deviance developed by R. J. Bennett and S. L. Robinson (2000). Specifically, the self-report measure was modified into a non-self-report measure based on multiple other-reported assessments to address methodological concerns with self-reported information regarding deviant workplace behaviors. The authors assessed the psychometric properties of this new measure by first conducting an exploratory factor analysis, which indicated a 3-factor structure (production deviance, property deviance, and personal aggression). Subsequent confirmatory factor analysis on a different sample verified these findings. Taken together, the results suggest that the content and psychometric qualities of this non-self-report measure of workplace deviance closely represent S. L. Robinson and R. J. Bennett's (1995) original typology of workplace deviance. The potential usefulness of this measure in organizational studies is discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Climate perceptions matter: A meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes.

Although workplace climate has been extensively studied, the research has not led to firm conclusions as to its relationship with individual level work outcomes. The authors used C. Ostroffs (1993) taxonomy to organize dimensions labeled as workplace climate and then used meta-analytic techniques to test a path analytic model. The model posited that climate affects individual level outcomes through its impact on underlying cognitive and affective states. An extensive literature search yielded 51 empirical studies with 70 samples. The results suggest that the 3 higher order facets of climate (affective, cognitive, and instrumental) affected individual level outcomes of job performance, psychological well-being, and withdrawal through their impact on organizational commitment and job satisfaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

“If you wrong us, shall we not revenge?” Social identity salience moderates support for retaliation in response to collective threat.

Researchers have recently asserted that social identity salience moderates the way in which people react to external stressors. However, previous research has mainly investigated this idea in the context of internal coping processes in response to personal threat. The present research examines people's willingness to respond to collective threat by means of aggressive acts of revenge. A study with 80 female participants revealed that aggressive revenge intentions were most pronounced when the form of collective threat was relevant to a currently salient social identity. Specifically, we found that a threat to national identity (the 7/7/2005 London bombings) led to greater aggression and greater support for revenge when national rather than gender identity was salient. In contrast, a threat to gender identity (Taliban misogyny) led to greater aggression and greater support for revenge when gender rather than national identity was salient. Implications for research on social identity, stress, and responses to terrorism are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Where self-control comes from: On the development of self-control and its relationship to deviance over time.

[Correction Notice: An erratum for this article was reported in Vol 46(3) of Developmental Psychology (see record 2010-08074-015). the keys for Figures 3 and 5 on page 252 are incorrect. The corrected keys are printed below. The figures have been updated without the application of a transformation, permitting a more straightforward interpretation.] The current study tested a set of interrelated theoretical propositions based on self-control theory (M. R. Gottfredson & T. Hirschi 1990). Data were collected on 1,155 children at 4.5 years, at 8.5 years (3rd grade), and at 10.5 years (5th grade) as part of the National Institute of Child Health and Human Development longitudinal study over a 6-year period. Findings based on simple structural equation models and latent growth modeling of developmental trajectories suggest that (a) there was great construct stability of self-control and deviance over the 6-year period, (b) there was positive growth in self-control trajectory over time, (c) parenting predicted this trajectory but also explained variability in self-control at initial status, (d) there was a declining deviance trajectory over time, (e) self-control at initial status reduced the unexplained deviance variance by 44.8%, and (f) both the intercept and slope factors shared about 75% of the variance based on growth-to-growth curve predictive models of self-control and deviance. Findings are discussed in terms of their implications for self-control theory and future empirical work. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Abusive supervision and subordinates' organization deviance.

The authors developed an integrated model of the relationships among abusive supervision, affective organizational commitment, norms toward organization deviance, and organization deviance and tested the framework in 2 studies: a 2-wave investigation of 243 supervised employees and a cross-sectional study of 247 employees organized into 68 work groups. Path analytic tests of mediated moderation provide support for the prediction that the mediated effect of abusive supervision on organization deviance (through affective commitment) is stronger when employees perceive that their coworkers are more approving of organization deviance (Study 1) and when coworkers perform more acts of organization deviance (Study 2). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Reflections on the costs and benefits of exacting revenge in romantic relationships.

The present investigation explored individuals' (N = 58) retrospective accounts of the costs and benefits associated with acts of revenge they had committed against a current or past romantic partner. Content analysis of participants' responses to a semistructured interview revealed that, consistent with claims that revenge can have constructive as well as destructive consequences, participants described both good and bad outcomes associated with their vengeful acts. There was little evidence, however, that they perceived the consequences of revenge as achieving prosocial ends (i.e., as having benefited their partners/relationships or others) and, overall, participants seemed to believe that they, rather than others, had profited from their vengeful actions. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Forgiveness, forbearance, and time: The temporal unfolding of transgression-related interpersonal motivations.

The investigators proposed that transgression-related interpersonal motivations result from 3 psychological parameters: forbearance (abstinence from avoidance and revenge motivations, and maintenance of benevolence), trend forgiveness (reductions in avoidance and revenge, and increases in benevolence), and temporary forgiveness (transient reductions in avoidance and revenge, and transient increases in benevolence). In 2 studies, the investigators examined this 3-parameter model. Initial ratings of transgression severity and empathy were directly related to forbearance but not trend forgiveness. Initial responsibility attributions were inversely related to forbearance but directly related to trend forgiveness. When people experienced high empathy and low responsibility attributions, they also tended to experience temporary forgiveness. The distinctiveness of each of these 3 parameters underscores the importance of studying forgiveness temporally. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When does self-esteem relate to deviant behavior? The role of contingencies of self-worth.

Researchers have assumed that low self-esteem predicts deviance, but empirical results have been mixed. This article draws upon recent theoretical developments regarding contingencies of self-worth to clarify the self-esteem/deviance relation. It was predicted that self-esteem level would relate to deviance only when self-esteem was not contingent on workplace performance. In this manner, contingent self-esteem is a boundary condition for self-consistency/behavioral plasticity theory predictions. Using multisource data collected from 123 employees over 6 months, the authors examined the interaction between level (high/low) and type (contingent/noncontingent) of self-esteem in predicting workplace deviance. Results support the hypothesized moderating effects of contingent self-esteem; implications for self-esteem theories are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations.

[Correction Notice: An erratum for this article was reported in Vol 92(1) of Journal of Applied Psychology (see record 2006-23339-006). The first sentence in the first paragraph on page 660 is incorrect. The corrected sentence should read as follows: "The patterns of all three interactions support our theoretical explanation that (a) a victim of lower status than the offender pursues revenge as the only means of achieving justice when procedural justice climate is low and (b) victims with high absolute status refrain from revenge by attempting forgiveness and reconciliation when procedural justice climate is high because the organization can be counted on to mete out justice."] A field study and an experimental study examined relationships among organizational variables and various responses of victims to perceived wrongdoing. Both studies showed that procedural justice climate moderates the effect of organizational variables on the victim's revenge, forgiveness, reconciliation, or avoidance behaviors. In Study 1, a field study, absolute hierarchical status enhanced forgiveness and reconciliation, but only when perceptions of procedural justice climate were high; relative hierarchical status increased revenge, but only when perceptions of procedural justice climate were low. In Study 2, a laboratory experiment, victims were less likely to endorse vengeance or avoidance depending on the type of wrongdoing, but only when perceptions of procedural justice climate were high. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Going to College and Unpacking Hazing: A Functional Approach to Decrypting Initiation Practices Among Undergraduates.

Initiation practices likely support group functioning by promoting group-relevant skills and attitudes, reinforcing status hierarchies, and stimulating cognitive, behavioral, and affective forms of social dependency. In field tests of these propositions, 269 undergraduates from same-gender organizations rated their initiation experiences. As predicted, athletes reported relatively more physical challenge and pain, whereas members of Greek-letter organizations reported more social deviance and embarrassment. Hierarchy was positively associated with initiations featuring social deviance but unexpectedly negatively related to physically and psychologically harsh initiations. Harsh treatment and fun independently predicted group identity. Laboratory experiments on male (n = 74) and female (n = 37) undergraduates found that discomforting inductions increased social dependence on group opinion and, for women, increased additional forms of dependence (proximity to induction agents and negative mood when left alone). The results across studies suggested that hazing's task masters are 3: schooling skills and attitudes, conveying hierarchy, and promoting social dependency. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Workplace safety performance: Conscientiousness, cognitive failure, and their interaction.

This research investigated the effects of cognitive failure on workplace safety and accidents over 2 studies. It was hypothesized that cognitive failure would directly predict safety behavior and workplace accidents and predict these outcomes over and above conscientiousness. It was found that cognitive failure uniquely accounted for workplace safety behavior and accidents. However, it has been suggested by researchers that certain individual differences might interact to produce differential effects. Thus, a moderated model was tested examining the interaction of cognitive failure and conscientiousness. It was found that cognitive failure moderated the relationship between conscientiousness and accidents and unsafe work behaviors. Overall, results suggest that cognitive failure plays an important part in individual safety behavior, especially when conscientiousness is low. (PsycINFO Database Record (c) 2010 APA, all rights reserved)