| Counterproductive work behaviors cost U.S. organizations several billion dollars annually and are responsible for a large percentage of business failures. Regardless of size or location a majority of organizations are susceptible to counterproductive work behaviors, including absenteeism, employee theft, sabotage, and bullying. Findings of this study show that one of the leading causes of counterproductive work behaviors is the perception of organizational injustice, resulting from the belief that an employee is being treated unfairly through distribution of resources, policies and procedures, or interpersonal treatment on the job. The three dimensions of organizational injustice are distributive, procedural, and interactional. The purpose of this study is to explore the types of counterproductive work behaviors or deviances that are linked to each dimension of organizational injustice and to establish if any mediating or moderating factors intensify these relationships. Applying a systematic review methodology, the findings revealed that perceptions of distributive and interactional injustice are directly linked to minor and serious interpersonal and organizational deviances, while perceptions of procedural injustice are connected only to minor organizational deviances. However, perceptions of procedural injustice were found to result in serious organizational and interpersonal deviances if the employee scores low on agreeableness or is prone to anxiety or angry emotional responses. The findings of this study can assist management practitioners to understand how counterproductive work behaviors can be reduced by improving justice perceptions. |
