Running head: Fairness perceptions of work-life balance initiatives & CWB

Fairness Perceptions of Work-Life Balance Initiatives:

Effects on Counterproductive Work Behaviour

Beauregard, T. A. (2014). Fairness Perceptions of Work−Life Balance Initiatives: Effects on

Counterproductive Work Behaviour. British Journal of Management. doi: 10.1111/1467-

8551.12052

Acknowledgements

This research was funded in large part by the Social Sciences and Humanities Council of Canada

Doctoral Fellowship, the LSE Basil Blackwell Teaching Fellowship, and the Overseas Research

Studentship Award. This funding is gratefully acknowledged.

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 FAIRNESS PERCEPTIONS OF WORK-LIFE BALANCE INITIATIVES:

EFFECTS ON COUNTERPRODUCTIVE WORK BEHAVIOUR

ABSTRACT

This study examined the impact of employees’ fairness perceptions regarding organizational

work-life balance initiatives on their performance of counterproductive work behaviour (CWB).

Moderating effects of adaptive and maladaptive perfectionism were also explored. Quantitative

data collected from 224 public sector employees demonstrated significant main and moderating

effects of informational justice, adaptive perfectionism and maladaptive perfectionism on CWB.

Adaptive perfectionism weakened the link between informational justice and CWB, while

maladaptive perfectionism strengthened it. Qualitative data collected from 26 employees indicate

that both the social exchange and job stress models are useful frameworks for understanding

CWB in the context of work-life balance initiatives; CWB emerged as both a negative emotional

reaction to unfairness, and as a tool used by employees to restore equity in the exchange

relationship with their employer. Theoretical and practical implications are discussed.

Keywords:

Work-life balance

CWB

Deviance

Personality

Perfectionism

Justice

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 In response to growing workforce concerns regarding work-life balance (WLB),

organizations increasingly offer initiatives intended to facilitate the combination of employees’

work responsibilities with their non-work commitments (Kersley et al., 2005; US Bureau of

Labor, 2011). Research shows that providing initiatives valued by employees enhances

perceptions of organizational support, affective commitment to the organization, and

reciprocation in the form of increased task and contextual performance (Muse et al., 2008).

However, imperfect implementation of WLB initiatives often results in employees having little

knowledge of the provisions on offer (Bond and Wise, 2003), and/or unequal access to the

programs within organizations (Duxbury, Higgins, and Coghill, 2003; McDonald et al., 2005).

Another unintended effect of initiative implementation is the potential for ‘backlash’ from

childfree employees, who may believe that WLB initiatives target parents and result in increased

workloads for those not using them (de Janasz et al., 2013; Kirby and Krone, 2002; Nord et al.,

2002). Consequently, the benefits of WLB initiatives, such as increased organizational

commitment, improved performance, and reduced turnover (see review by Beauregard and

Henry, 2009), may only be realized if staff are aware of the initiatives on offer and feel able to

use them (Eaton, 2003; Ryan and Kossek, 2008).

The research reviewed above implies that the ability of WLB initiatives to enhance

employee attitudes and performance depends to some degree on employees’ perceptions of how

fair those initiatives are. As yet, outcomes of such fairness perceptions have been under-

researched. How might perceptions regarding access to and information about WLB initiatives

influence employees’ behaviour at work? Social exchange theory (Gould, 1979) and Spector’s

(1998) job stress framework would suggest that employees perceiving unfairness related to WLB

initiatives might respond with counterproductive work behaviour (CWB). Using a mixed-

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methods approach, the present study investigates the relationship between employees’ fairness

perceptions of organizational WLB initiatives and CWB, and explores the moderating role of

individual differences. This study extends existing knowledge of WLB initiatives by

demonstrating that employee reactions to their perceived unfairness are manifested in

counterproductive behaviours that can have a detrimental effect on organizational functioning.

The study also contributes to the organizational justice literature by showing that employee

responses to unfairness depend on dispositional proclivities for emotional reactivity when faced

with unfavourable outcomes.

The following sections explain the concept of CWB and its relevance to organizations,

before outlining the theoretical and empirical justification for fairness perceptions of WLB

initiatives as a predictor of CWB, and for personality traits as a moderator of this link.

COUNTERPRODUCTIVE WORK BEHAVIOUR AND FAIRNESS PERCEPTIONS

CWB is defined as “any intentional behaviour on the part of an organization member

viewed by the organization as contrary to its legitimate interests” (Gruys and Sackett, 2003, p.

30). It can be targeted at the organization (CWB-O), as in theft, sabotage, or withheld effort, or at

individual members (CWB-I), in the form of hostile interpersonal relations (Robinson and

Bennett, 1995). Both types of CWB can exert significant negative effects on organizational

functioning, through financial costs due to theft and fraud, and in unquantifiable costs to

productivity and performance (Dunlop and Lee, 2004; Hollinger and Davis, 2003; KPMG

International Cooperative, 2011).

The prevailing theoretical framework used to explain CWB is based on social exchange

(Blau, 1964; Gouldner, 1960). When treated favourably by others, individuals feel obliged to

respond in kind, through positive attitudes or behaviours toward the source of the treatment.

When treated poorly, employees will reduce or withdraw their positive attitudes and behaviours,

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and may instigate negative ones in their place. One of the most prominent social exchange

theories is Adams’ (1965) equity theory, which posits that employees who feel unfairly treated

will seek restitution. This suggests that employees who are dissatisfied with the fairness of their

employer’s procedures for allocating WLB initiatives, or with the honesty or comprehensiveness

of the explanations provided regarding initiative use, may reciprocate with organizationally

oriented CWB such as arriving late for work, reducing effort, and/or taking unauthorized breaks,

or may engage in interpersonally oriented CWB such as making disparaging remarks about their

managers, acting rudely toward others, and so on.

Another framework used to understand CWB derives from the work stress literature.

Spector’s (1998) model of the job stress process posits that when individuals perceive

environmental stressors (e.g., unfair provision of WLB initiatives), they experience negative

emotions such as anger or anxiety. These are followed by reactions to the stressors:

psychological, physical, or behavioural job strains. Behavioural strains enable individuals to cope

with stressors, either by decreasing the emotions elicited by the stressor (e.g., avoiding work) or

by removing the stressor itself (e.g., talking to one’s manager and creating a solution to the issue).

Behavioural strains such as intentionally slowing down one’s work output, taking longer breaks

than permitted, or cursing at a co-worker can be considered CWB (Penney and Spector, 2005),

and have been found to help employees cope with unfair outcomes at work by reducing the

employees’ emotional exhaustion (Krischer, Penney, and Hunter, 2010). Spector and Fox’s (2002)

model of voluntary work behaviour is based on this model, conceptualizing unfairness as a job

stressor and CWB as a behavioural response to stress at work.

Three major forms of fairness perceptions have been studied. Distributive justice relates

to the fairness of the outcomes employees receive, relative to their own contributions and the

contributions and outcomes of others, while procedural justice refers to the fairness of an

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organization’s procedures for making decisions. The third form of fairness, interactional justice,

involves the quality of interpersonal treatment experienced by employees, and includes

assessments of the degree of respect and dignity with which employees are treated by authorities

involved in implementing procedures or allocating outcomes, as well as the honesty and

thoroughness of explanations provided by authorities for decisions or outcomes.

Theoretically, both the social exchange and the job stress frameworks account for a

relationship between fairness perceptions and CWB. Empirically, research results support a

strong link between these variables (see reviews by Berry, Ones, and Sackett, 2007; Cohen-

Charash and Spector, 2001; Dalal, 2005). For example, Colquitt et al.’s (2001) meta-analysis

demonstrated that perceptions of distributive and procedural unfairness were related to work

withdrawal and other negative reactions, and De Cremer and Van Hiel (2010) showed that

perceptions of procedural injustice predicted intentions to display antisocial behaviour, mediated

by negative emotions.

With regard to WLB initiatives, employees may be inclined to behave in a

counterproductive manner if they believe that the procedures in place for allocating WLB

initiatives are unfair (procedural injustice). In such a case, CWB may be a means of retaliating

against the organization or of expressing the strain produced by unfair workplace procedures.

Equally, employees who perceive that they are not being given fair access to WLB initiatives

(distributive injustice) might respond by coming in to work late without permission, taking longer

breaks than is acceptable, or otherwise creating their own flexibility in order to restore equity and

repair the situation. Finally, if employees perceive that their organization is not providing candid

and full explanations regarding the availability and use of WLB initiatives (interactional

injustice), they might be inclined to react negatively toward the organization and/or its members.

Hypothesis 1: Fairness perceptions of WLB initiatives are negatively related to CWB.

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 The agent–system model of justice suggests that employees target their CWB at the

perceived source of the unfair treatment (Bies and Moag, 1986; Masterson et al., 2000). This

model assumes, however, that the source of informational and interpersonal unfairness is most

often a supervisor (the agent), and that the source of procedural and distributive unfairness is

most often the organization. This may be so when traditional indices of unfairness are studied,

such as pay (see Jones, 2009), but the context of fairness in the present study is quite different.

The perceived source of unfair treatment regarding WLB initiatives cannot readily be

distinguished between the agent and the organization. Line managers often have discretion to

implement WLB policy and allocate initiatives to their subordinates. Procedural and distributive

unfairness are therefore just as likely to be attributed to supervisors as to the organization. For

this reason, it is not hypothesized that particular types of unfairness perceptions would be more or

less strongly related to particular types of CWB.

DISPOSITIONAL MODERATORS

Not all employees respond similarly to stressors in the work environment. According to

cognitive social theory (Mischel, 1973), personality influences the way in which individuals

interpret and respond to situations, and because CWB is discretionary, personality is likely to

have a strong influence (Martinko, Gundlach, and Douglas, 2002; Mount, Ilies, and Johnson,

2006). While researchers acknowledge the importance of an interactionist perspective in

predicting employee behaviour, relatively little research explores both personality and justice in

explaining CWB. Some exceptions include Bowling and Eschleman (2010), who demonstrated

that work stressors were more strongly related to CWB among employees low in

conscientiousness, or high in negative affectivity; Henle (2005), who found that socialization and

impulsivity moderated the impact of interactional justice on CWB; and Burton, Mitchell and Lee

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(2005), who showed that individuals high in self-esteem were most likely to respond to perceived

interactional injustice with intentions to retaliate.

Dispositional characteristics appear to have the capacity to modify the social exchange

relationship, by influencing employees’ responses to environmental factors such as organizational

justice. The standards people set for their behaviour have considerable potential to influence

performance at work; Conscientiousness has consistently been found to predict decreased CWB

(see review by Sackett and DeVore, 2001). Most research investigating main effects of

dispositional variables on CWB has focused on factors from the Big Five personality taxonomy

(e.g., Dalal, 2005; Sackett and DeVore, 2001). It has been argued, however, that using more

specific personality trait measures may offer researchers greater precision and predictive ability

than the use of broader measures based on the Big Five (Hough and Oswald, 2008; Rice and

Stuart, 2010; Scott and Colquitt, 2007). For instance, several studies have found that lower-order

facets of Conscientiousness are equally or more capable of predicting job performance than

composite measures of the construct (e.g., Ashton, 1998; Moon, 2001). This suggests that using

more general measures of personality may obscure potentially meaningful relationships between

dispositional variables and workplace behaviour. The present study therefore examines the

impact of two narrow personality traits – maladaptive and adaptive perfectionism.

There are two reasons to focus on these traits. First, there is strong theoretical justification

for perfectionism influencing the link between fairness perceptions and CWB. Spector and Fox’s

(2002) emotion-centred model of voluntary behaviour, based on the job stress framework

informing the present study’s hypotheses, specifies that personality helps determine whether job

stressors lead to CWB: given similar perceptions of a situation, some individuals will be more

emotionally reactive than others. Perfectionism thus presents itself as a likely moderator, because

its maladaptive and adaptive dimensions are characterized by their emotional responses to

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disappointing outcomes. Second, maladaptive and adaptive perfectionism’s empirical links to

perceptions of stressors and to interpersonal behaviour suggest they have a key role to play in the

prediction of CWB. The next section presents a brief review of these constructs, and explains

how employees’ propensities to set high personal standards for their performance, and to deal

with an inability to meet those standards, may influence their reaction to fairness perceptions

concerning WLB initiatives.

Perfectionism

Perfectionism is defined as the disposition to reject any standard short of perfection

(Oxford Online Dictionary, 2013). Research suggests that perfectionism is best construed as two

chiefly independent dimensions differentiating between positive and negative aspects of the

construct (Slaney et al., 2001; Stumpf and Parker, 2000). These are commonly referred to as

adaptive and maladaptive perfectionism (e.g., Chang, Watkins, and Banks, 2004; Dunn, Whelton,

and Sharpe, 2006). Both adaptive and maladaptive perfectionists set high personal standards for

their work or behaviour, but respond differently when faced with a failure to achieve those

standards. Adaptive perfectionists experience low levels of distress resulting from the

discrepancy between their personal standards and their performance, while maladaptive

perfectionists experience high levels of distress. Adaptive perfectionism has been identified as a

lower-order facet of Conscientiousness, and maladaptive perfectionism has been related to

Neuroticism (Hill, McIntire, and Bacharach, 1997; Rice, Ashby, and Slaney, 2007; Roberts et al.,

2005).

From a theoretical standpoint, individuals holding themselves to high standards of

performance may be reluctant to engage in CWB as a response to perceptions of unfairness,

either to restore equity or to express behavioural strain. CWB is inconsistent with the

performance standards to which those high in adaptive perfectionism aspire, and may therefore

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induce psychologically uncomfortable cognitive dissonance (Festinger, 1957). From an empirical

standpoint, individuals high in adaptive perfectionism appear less emotionally reactive when

faced with unfavourable outcomes. Adaptive perfectionism has been associated with a more

constructive approach to dealing with potential stressors, with adaptive perfectionists reporting

more persistence in the face of adversity and a stronger belief in their ability to deal with other

people effectively (LoCicero and Ashby, 2000). Individuals high in adaptive perfectionism have

also been found more likely to perceive potential stressors as challenges, rather than threats or

losses, and to prefer active coping strategies such as planning and seeking social support (Rice

and Lapsley, 2001; Stoeber and Rennert, 2008). The achievement striving and resistance to

adversity inherent to adaptive perfectionism may enable employees high in this construct to better

withstand situational pressures such as perceptions of organizational injustice. This proposition is

supported by research by Diefendorff and Mehta (2007), who found that personal mastery – a

motivational trait reflecting the desire to achieve, learn, and perform at a high level - was

negatively related to CWB. When faced with unfair access to WLB initiatives, or insufficient

information about them, individuals high in adaptive perfectionism may therefore refrain from

performing CWB.

Hypothesis 2: Adaptive perfectionism moderates the relationship between fairness

perceptions of WLB initiatives and CWB, such that this relationship is weaker when

adaptive perfectionism is high.

Maladaptive perfectionism, in contrast, is related to ineffective coping and a tendency to

be more negatively affected by life stressors (Mitchelson and Burns, 1998; Wei et al., 2006). In a

study of school teachers, Stoeber and Rennert (2008) found that individuals high in maladaptive

perfectionism were more likely to perceive potential stressors as threats or losses, rather than

challenges to be met, and reported greater use of avoidant coping measures such as

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disengagement and alcohol or drug use. Research by Ali Besharat and Shahidi (2010) has linked

maladaptive perfectionism to anger and anger rumination, which are in turn associated with

dysfunctional coping strategies and increased aggression (Bushman, 2002). In a similar vein,

research conducted among university professors found that maladaptive perfectionism was

strongly related to hostility and interpersonal sensitivity (Dunn et al., 2006). Maladaptive

perfectionists may thus be predisposed to anger; they also demonstrate a tendency to perceive

that others are unwilling or unavailable to help them in times of stress (Dunkley, Zuroff, and

Blankstein, 2000). This tendency to perceive and amplify greater pressures in their lives, and to

favour unconstructive coping strategies, may lead them to engage in more CWB as a response to

stressful events such as unfair access to or information about WLB initiatives.

Hypothesis 3: Maladaptive perfectionism moderates the relationship between fairness

perceptions of WLB initiatives and CWB, such that this relationship is stronger when

maladaptive perfectionism is high.

In order to test the ability of fairness perceptions of WLB initiatives and perfectionism to

explain variance in CWB beyond that accounted for by known predictors of CWB, tenure and

perceived organizational support (POS) are also assessed in this study. Tenure and POS have been

established as key predictors of CWB (see meta-analyses by Lau, Au, and Ho, 2003, and Rhoades

and Eisenberger, 2002). In addition, it is possible that low fairness perceptions of WLB initiatives

operate as a proxy for low work-life balance, and that WLB itself predicts CWB. For this reason,

work interference with home (WIH) is also included as a control variable.

METHOD

To test the hypotheses and to explore the mechanisms linking fairness perceptions and

CWB, a mixed-methods approach was employed, combining both quantitative and qualitative

methodologies. The study was conceptualized from a pragmatic theoretical paradigm (Teddlie

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and Tashakkori, 2009); the primary methodology was quantitative, with a lesser emphasis being

placed on the qualitative component. The qualitative portion was designed to elicit more

information about the assumptions underlying Hypothesis 1; namely, that perceptions of

unfairness trigger negative emotions (job stress model) and/or a desire to restore equity in the

employee-employer exchange relationship (social exchange theory).

Quantitative study

Sample. Participants worked for a local government in the United Kingdom, whose

services included tourism, health promotion, housing, economic development, and waste

collection. Seasonal, temporary, and casual workers were excluded on the basis that their

experience of the organization was insufficient to allow them to answer questions about WLB

initiatives (e.g., teenaged lifeguards working at community swimming pools during the summer).

A response rate of 29% was obtained, with an effective sample size of 224. Respondents hailed

from all areas and levels of the organization; job titles included highway inspector, environmental

health officer, graphic designer, and driver. Average tenure was 7.76 years, and participants

reported working an average of 35.52 hours per week.

The majority of respondents were women (62.3%). Ages ranged from 17 to 68, with the

mean just over 41 years. Sixty-nine men (82.1%) and 108 women (77.7%) lived with a spouse or

partner; of these, 58.3% of men and 71.2% of women were members of dual-earner households.

Sixty-one men (72.6%) and 79 women (56.8%) had children; the average age of the youngest

child was 15.5 for men, and 13.6 for women. Thirteen men (15.5%) and 20 women (14.4%)

undertook caregiving responsibilities for adult dependents (other than children).

The organization offered the following WLB initiatives: flexible working hours, working

from home, job sharing, voluntary reduced hours, maternity returnees policy, and compassionate

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leave. At the time of data collection, nearly 53% of respondents were using at least one of these,

while 32% reported no current or past use of any of the initiatives.

Measures. For all measures, participants were asked to indicate the extent to which they

agreed or disagreed with each item on a seven-point scale ranging from “strongly disagree” = 1 to

“strongly agree” = 7.

CWB was measured using Bennett and Robinson’s (2000) self-report measure, which

assessed the extent to which employees engaged in counterproductive behaviour targeted at

individuals in the workplace (e.g., “Acted rudely toward someone at work”) and at the

organization (e.g., “Discussed confidential company information with an unauthorized person”).

Cronbach’s alpha in the present study was α = .75 for CWB-I, and α = .81 for CWB-O.

Fairness perceptions were measured with Colquitt’s (2001) multidimensional scale of

organizational justice, adapted for this study to reflect perceived fairness of WLB initiatives

rather than general organizational outcomes. The procedural justice subscale comprised seven

items evaluating the presence of voice, consistency, accuracy, appeal processes, bias, and ethical

treatment in the organization’s procedures for allocating WLB initiatives. Distributive justice was

gauged using four items assessing the degree to which respondents felt that their access to WLB

initiatives reflected their need for and desire to use them (e.g., “My access to work-life balance

initiatives is justified, given my personal or family circumstances”). Deutsch (1975) explains that

need, rather than equity, may be an important determinant of distributive justice perceptions,

especially if personal welfare is at stake. Informational justice was composed of five items

evaluating the extent to which respondents felt they had been provided with thorough and timely

information regarding the WLB initiatives available (e.g., “My organization has explained its

work-life balance initiatives thoroughly”). Interpersonal justice was measured by four items

assessing the extent to which employees received respectful and courteous treatment from

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supervisors with regard to WLB initiatives (e.g., “My supervisor has treated me with respect”).

Reliability alphas in the present study were .89 for procedural justice, .91 for distributive justice, .

89 for informational justice, and .95 for interpersonal justice.

Adaptive perfectionism was measured with the AP/high standards subscale of Slaney et

al.’s (2001) Revised Almost Perfect Scale. Seven items assessed the extent to which respondents

set high personal standards for their performance (e.g., “I expect the best from myself”). One

item was dropped after factor analysis (“If you don’t expect much out of yourself, you will never

succeed”), as its factor loading was less than .40. The reliability alpha for this scale was .89 in the

present study.

Maladaptive perfectionism was measured with the MP/discrepancy subscale of Slaney et

al.’s (2001) Revised Almost Perfect Scale. Seven items assessed the extent to which respondents

experienced distress resulting from the discrepancy between their personal standards and their

performance (e.g., “I hardly ever feel that what I’ve done is good enough”). In the present study,

Cronbach’s alpha for this scale was .93.

Control variables: tenure was measured in years. POS was measured with Eisenberger et

al.’s (1997) eight-item scale, which had a reliability alpha of .89 in the present study. WIH was

measured using the six time-based and strain-based items from Carlson, Kacmar, and Williams’s

(2000) multidimensional measure of work-family conflict, modified to apply to respondents with

and without family responsibilities. The reliability alpha for this scale was .92 in the present

study.

Measurement models. In order to examine the distinctiveness of the measures used in this

study, a confirmatory factor analysis was conducted using Amos software and maximum-

likelihood estimation. Goodness of fit was interpreted using the comparative fit index (CFI) and

root mean square error of approximation (RMSEA), and commonly accepted cutoff values (CFI

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> 0.90 and RMSEA < 0.08) were taken as indicative of poor fit (e.g., McDonald and Ho, 2002).

The hypothesized ten-factor model (in which all measures loaded on distinct factors) was

compared with a one-factor model, in which all items in each of the measures loaded on a

common factor. The hypothesized model produced better fit (χ2 = 2604.48, df = 1607; CFI = 0.90,

RMSEA= 0.05) than the one-factor model (χ2 = 8308.91, df = 1652; CFI = 0.25, RMSEA= 0.13),

and all factor loadings were significant.

Discriminant validity was assessed for the distinction among procedural, distributive,

informational, and interpersonal justice by comparing the ten-factor measurement model to a

seven-factor model in which all justice items loaded onto a single factor. The fit of the single

fairness perceptions model (χ2 = 4792.9, df = 1689; CFI = 0.66, RMSEA= 0.09) was poorer than

that of the measurement model. The same held true for two other comparison models, one in

which all CWB items loaded onto one factor (χ2 = 2890.12, df = 1674; CFI = 0.87, RMSEA=

0.56), and one in which all perfectionism items comprised a single factor (χ2 = 3837.66, df =

1674; CFI = 0.76, RMSEA= 0.08).

To explore the prevalence of common method variance in the data, the common latent

factor test (Podsakoff et al., 2003) was conducted. This adds a latent common methods factor to

the hypothesized ten-factor measurement model, enabling the potential increase in model fit

obtainable by accounting for the common methods factor to be identified, as well as the variance

extracted by this common factor. The fit of this model was similar to that of the hypothesized ten-

factor model (χ2 = 2529.85, df = 1558; CFI = 0.89, RMSEA = 0.05), but the average variance

extracted by the common methods factor was only 0.09, which falls substantially below the 0.50

cutoff suggested by Hair et al. (1998) as indicating the presence of a latent factor representing the

manifest indicators. Accordingly, although the possibility of common method variance in the data

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cannot be eliminated, it does not appear that common method bias was a serious issue hindering

the testing of the study’s hypotheses.

Analysis. Hierarchical multiple regression was used to test the hypotheses. Predictor

variables were centred before forming interaction terms, to reduce the multicollinearity often

associated with regression equations containing interaction terms (Aiken and West, 1991).

Changes in R2 were used to evaluate the ability of the interaction terms to explain variance

beyond that accounted for by the main effects in the equation. Significant interactions were

plotted using the simple effects equation (Cohen et al., 2003), using values for the moderators at

one standard deviation above and below the mean.

Qualitative study

At the end of the survey, respondents were invited to contact the researcher if they were

willing to participate in a follow-up interview regarding the organization’s WLB initiatives.

Thirty-five participants registered their interest initially, but only twenty-six interviews were

conducted due to difficulties in scheduling and attrition. Semi-structured interviews took place

two months after the survey data collection, and lasted approximately 30 minutes. Eighteen

(69%) of the participants were female, 22 (85%) reported living with a spouse or partner, all of

whom were also employed, and 20 (77%) had dependent children, of which the average age of

the youngest was 8 years. All participants worked in office-based positions, and their average age

was just under 43 years.

The primary purpose of the interviews was to collect more detailed information on

employees’ experiences of the WLB initiatives for the organization’s use in amending its policy

and procedures. Participants were asked to describe the initiatives offered, their personal

experience (if any) of requesting and/or using these initiatives, and their experience (if any) of

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working with others who used these initiatives. Probes were used to clarify or to elicit further

information (e.g., “What was that experience like for you?”; “What did you do then?”).

A thematic analysis approach was employed to interpret the interview data, as it allows for

both a realist and a constructivist approach to the variables being explored (Braun and Clarke,

2006). Fairness, emotions, and CWB can be conceptualized as rooted in both a measurable reality

and a socially constructed experience, in which they have personal and social meaning to the

study participants. Thematic analysis consists of a search for themes that are identified as being

important to describing the topic of interest; through reading and re-reading of the data,

researchers engage in a form of pattern recognition in which recurrent themes are identified and

become categories for analysis (Fereday and Muir-Cochrane, 2006). After the interview data

were transcribed, the researcher read through the first transcript and generated initial codes based

on snippets of text that represented a particular construct or idea (e.g., frustration with

supervisor). The second transcript was then read with an eye to recognizing text that fit the same

codes generated from Transcript 1. New codes were also generated from Transcript 2. The third

transcript was then read and coded, using the codes generated from the first two transcripts as

well as new ones based on constructs or ideas not yet encountered in the previous transcripts.

This cumulative process continued for all 26 transcripts.

Using NVIVO software, codes were then analysed and sorted into themes, with

overarching themes categorized as ‘organizing themes’ and sub-themes as ‘basic themes’

(Attride-Stirling, 2001). The primary set of coding categories was based on constructs central to

the social exchange and job stress models, in the context of unfairness (types of injustice;

negative emotions; behavioural responses). Similar statements among the interviews were

identified and used as the basis for a secondary set of coding categories, which were nested

within the first set (e.g., anger vs. disappointment; interpersonal vs. organizational CWB).

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Themes were then reviewed for internal homogeneity and external heterogeneity (Patton, 1990),

in an effort to ensure that data within themes fit together in a meaningful way, and that there were

clear and identifiable distinctions between themes. A summary of these themes is presented in

Table 5.

RESULTS

Means, standard deviations, and correlations for each of the study variables are shown in

Table 1, with the results of the hierarchical regression analyses presented in Table 2. Hypothesis

1 was only partially supported: informational justice was a significant, negative predictor of

CWB-I (β = -.39, p < .01). None of the other justice variables had significant relationships with

CWB.

_____________________________

Insert Tables 1 and 2 about here

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No main effects of perfectionism on CWB were hypothesized, but as Table 2

demonstrates, several were found. Adaptive perfectionism had a significant, negative relationship

with CWB-O, and maladaptive perfectionism had a significant, positive relationship with CWB-I.

Partial support was found for Hypothesis 2: adaptive perfectionism moderated the link

between informational justice and CWB-I, such that low levels of fairness perceptions were less

likely to be associated with high levels of CWB when levels of adaptive perfectionism were high.

This relationship is depicted in Figure 1. Hypothesis 3 also received partial support. Maladaptive

perfectionism moderated the relationship between informational justice and CWB-I, such that

low levels of fairness perceptions were more likely to be associated with high levels of CWB

when levels of maladaptive perfectionism were high (depicted in Figure 2). Simple slopes were

calculated using the web utility described by Preacher, Curran and Bauer (2006) and are shown in

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Tables 3 and 4. To ensure that moderation was not taking place only for a small subset of

employees who were both high in maladaptive perfectionism and low in adaptive perfectionism,

a post-hoc, three-way interaction between adaptive perfectionism, maladaptive perfectionism,

and informational justice was also tested; no significant result was obtained.

_____________________________

Insert Figures 1 and 2 about here

_____________________________
_____________________________

Insert Tables 3 and 4 about here

_____________________________

Support for both theoretical perspectives – the job stress framework, and social exchange -

was derived from the qualitative analyses, which yielded evidence of employees using CWB to

express negative emotions arising from perceived unfair treatment, as well as to restore equity or

retaliate against the source of the unfair treatment.

With regard to the types of injustice experienced, twelve participants specifically

referenced instances of informational injustice (not being informed about full range of initiatives;

not having procedures for allocating initiative use and subsequent decisions explained), while

four cited experience of procedural injustice (management prioritizing employees with young

children when approving requests to use initiatives). Only one participant reported experiencing

interpersonal injustice (manager brusque and dismissive during conversation about potential

initiative use by employee). While half the participants were not granted the WLB initiative they

had requested, only one reported this in a way that suggested that distributive injustice was

perceived. The other participants appeared more concerned with the way in which the decision

had been taken and/or conveyed to them by their supervisors.

19
 Behavioural strains. Sixteen interview participants mentioned negative emotions

resulting from perceptions of unfair treatment from the organization with regard to WLB

initiatives. These emotions were largely mild in nature, with thirteen participants citing

annoyance, disappointment, and frustration. One participant described herself as furious, one

described himself as upset, and another described herself as feeling betrayed. The unfair

treatment generating these emotional responses seemed to be mostly of an informational and/or

procedural nature. According to the job stress framework, expression of negative emotional

arousal can take the form of behavioural strains, such as CWB. Not all the interview participants

who reported negative emotions went on to report how, or if, they expressed these emotions.

When probed (“What did you do then?”), one participant (female, accountant, 40) laughed and

said, “I seethed quietly.” Another participant (male, graphic designer, 34) repeated that “it was

very disappointing”, but did not elucidate as to whether this affected his subsequent actions.

However, seven participants specifically referred to deteriorating interpersonal relationships as a

result of perceived unfair treatment and the negative emotions this generated. Five of these

appeared to be cases of informational injustice, in which resentment manifested itself toward

managers who had not made employees’ options regarding the initiatives clear. For instance, a

library technician (female, 38) spoke of feeling betrayed by her line manager, who had permitted

two colleagues to work from home on certain days of the week and then told her “the quota is

full” when she asked to use this initiative as well:

“If I had known it was first come, first served and there was a quota, I would have rushed

in there the day we got the leaflet [describing the WLB initiatives, included with the

employees’ pay slips]. But [the line manager] didn’t say anything. And she knows I’ve got

the school run and it’s a long commute here. … I do think it’s soured our relationship. I

20
 don’t put in the effort to be pleasant anymore. I used to pop in, we’d have a chat, have a

laugh. Now I can’t be bothered. She can’t be bothered, so why should I?”

Retaliation / Restitution. Four interview participants made reference to taking action in

response to perceived unfair treatment from a supervisor. One, a parks and countryside service

officer (male, 33), spoke of being treated discourteously when discussing with his line manager

the possibility of taking voluntary reduced hours. In the parks officer’s view, the line manager

cast aspersions on the officer’s ability to withstand the rigours of a full-time job. The parks

officer then stated that he had “got [the line manager] back” by spreading false rumours

concerning his sexual orientation and proclivity for illegal sexual activities conducted in the local

government’s public parks (a relatively unambiguous example of CWB-I).

Another employee, an office administrator (female, 46), described learning that a

colleague in another department had entered a job sharing arrangement, and approaching her

manager to discuss a similar arrangement for herself. She spoke of being “fobbed off” and

attributed this to her manager’s lack of knowledge regarding the organization’s policies:

“He means well, but he’s not exactly on the ball all of the time, d’you know what I mean?

He didn’t have the faintest [idea].” She went on to describe creating her own schedule

flexibility by extending her break times or leaving early without permission. “It was

basically a case of, ‘If you aren’t going to help me out, then I’ll help myself.’”

This would appear to be a case of CWB-O motivated by the desire to restore equity in the

social exchange relationship.

There were some accounts of behaviours that could be classified both as efforts to restore

equity, as per social exchange theory, and as behavioural strains, as per the job stress framework.

For example, a payroll clerk (female, 38), whose request for flexible work hours was denied by

her supervisor without explanation, reported deliberately working more slowly than necessary.

21
After describing herself as annoyed by her supervisor’s behaviour, she went on to say that she no

longer put the same amount of effort into her work:

“I do the work, but I take my time about it. I guess I feel like he’s not putting himself out

there for me, so…two can play that game. That sounds really childish, doesn’t it? [laughs]

I’m still getting the job done, let me be clear. But there’s no point in throwing myself into

it if at the end of the day, no one’s going to take a blind bit of notice, is there?”

This response functions both as an expression of the participant’s annoyance with the

informational injustice demonstrated by her supervisor, and as an attempt to restore equity in the

social exchange relationship, where the supervisor’s inputs have been perceived as reduced.

_____________________________

Insert Table 5 about here

_____________________________

DISCUSSION

The quantitative and qualitative findings of this study highlight the pre-eminence of

informational justice in predicting CWB (Aquino, Galperin, and Bennett, 2004; Skarlicki,

Barclay, and Pugh, 2008). Informational justice was the only type of fairness perception to

predict CWB, echoing the finding of previous studies that interactional justice was a stronger

predictor of CWB than either distributive or procedural justice (e.g., Aquino, Lewis, and

Bradfield, 1999; Henle, 2005). When deciding whether or not to perform CWB, fair treatment

regarding information about organizational services appears to be more important to employees

than the fairness of service allocation or the procedures used to determine that allocation, and this

holds true in the context of WLB initiative provision. Being unable to use a desired service is

undoubtedly frustrating, but a thorough explanation of what services are available, how decisions

regarding use are made, and/or why permission to use a particular service was denied can

22
partially compensate for unfavourable treatment and forestall negative reactions (e.g., Greenberg,

1993; Skarlicki and Folger, 1997). Not receiving full or honest explanations regarding the

availability of and decisions made about WLB initiatives triggers, according to the job stress

framework, negative emotions that are expressed as CWB. Social exchange theory would posit

that employees receiving this unfavourable treatment respond either with retaliation or attempts

to restore equity. This has important repercussions for organizations providing WLB initiatives;

while they are designed to facilitate employees’ work-life balance, and improve recruitment,

retention, and job-related attitudes, such benefits may be neutralized by a corresponding increase

in CWB arising from poor implementation.

Although no main effects of perfectionism on CWB were hypothesized, it was found that

adaptive perfectionism was linked to fewer instances of CWB-O, while maladaptive

perfectionism was linked to greater CWB-I. High performance standards set by adaptive

perfectionists, in conjunction with a demonstrated ability to engage with stressors in a

constructive manner (LoCicero and Ashby, 2000), may be incompatible with the dysfunctional

behaviours that exemplify CWB-O: tardiness, theft, low work effort, and so on. Maladaptive

perfectionists, meanwhile, are disposed to criticize and put pressure upon both themselves and

others (Hewitt and Flett, 2002). This, combined with the perception that other people are

unwilling to provide assistance to them in times of stress (Dunkley et al., 2000), and the tendency

toward both hostility and interpersonal sensitivity (Dunn et al., 2006), places maladaptive

perfectionists in a position whereby engaging in CWB-I - discourteous or hostile interpersonal

behaviour in the workplace - may come more easily to them. The correlations between

perfectionism and justice obtained in the present study (see Table 1) also suggest that those high

in adaptive perfectionism are more likely to perceive higher levels of fairness, whereas

individuals high in maladaptive perfectionism are more likely to perceive lower levels of fairness;

23
this is consistent with established links between maladaptive perfectionism and neuroticism, and

with a tendency to perceive potential stressors as threats rather than challenges (Mitchelson and

Burns, 1998; Stoeber and Rennert, 2008; Wei et al., 2006). The perfectionism research reviewed

earlier in this paper suggests that maladaptive perfectionism may have a stronger interpersonal

component than adaptive perfectionism, which helps to explain why there was no main effect of

the former on CWB-O and no main effect of the latter on CWB-I.

Examination of Table 1 reveals no significant correlation between maladaptive

perfectionism and CWB-I, but significant beta-values emerged after controlling for the variables

included in the first step of the regression equation. It is therefore possible that maladaptive

perfectionism is only associated with CWB when accounting for environmental triggers such as

injustice. Faced with poor information provision concerning WLB initiatives, employees appear

more likely to respond with outbursts of rude or aggressive behaviour toward other organizational

members when the employees themselves score highly on maladaptive perfectionism. These

employees may be more sensitive to situational perceptions, and respond to those perceptions

more vigorously than individuals who experience less distress over failed attempts to attain high

personal standards for performance. Viewed through the job stress framework, maladaptive

perfectionism predisposes individuals to experience negative emotions, rendering them more

likely to engage in CWB under stressful conditions. Because they are both more interpersonally

sensitive and more hostile (Dunn et al., 2006), individuals high in maladaptive perfectionism may

interpret actions made on behalf of the organization in a more negative light, perhaps attributing

to them deliberately harmful purposes. These interpretations then result in greater negative

emotional arousal, followed by behavioural strains such as CWB.

Individuals high in adaptive perfectionism appear less likely to jeopardize their high

personal standards for performance and interpersonal relationships by responding to poor

24
treatment from their employer with CWB-I. As Bieling et al. (2004) suggest, adaptive

perfectionism seems to lead to fewer self-defeating behaviours. In this study, employees high in

adaptive perfectionism appear able to respond to perceived unfairness with greater restraint than

their counterparts scoring low on this construct.

According to Spector and Fox (2002), successful organizations require employees who

respond constructively to negative situations. Although it is well known that employee

perceptions of unfairness often result in CWB, the present study demonstrates that individuals

may react to unfairness in dissimilar ways, depending on their dispositional characteristics. The

study’s results support the position of Colbert et al. (2004), who suggest that the norm of

reciprocity be modified to include the role of personality.

Practical implications

Understanding predictors of CWB is important for organizations, because CWB has such

negative consequences (see Robinson, 2008). An important lesson to be learned from this study is

that full disclosure of information regarding the availability of and decision-making about WLB

initiatives for employees is essential to avoid increased CWB. Informational justice is a more

attainable goal for organizations than distributive justice; it may be difficult to ensure that all

employees perceive the allocation of WLB initiatives as fair, but it is much less difficult to

explain the availability and distribution of initiatives in a forthright and comprehensive manner.

To this end, a clear policy regarding the availability and allocation of WLB initiatives is

necessary: what initiatives are offered, how do they operate, how will they help employees and

the organization, and which employees will be able to use them? Policies will of course vary by

organization; not only will available initiatives be different, but eligibility to use them will differ

according to job role, organizational culture, available technology, etc. Some organizations may

allocate initiatives on the basis of equality (first-come, first-served); others according to equity

25
(top performers will be more readily accommodated), or to need (caregivers will receive priority).

In all cases, training for line managers in how to apply the organization’s policy consistently and

fairly must be conducted.

Further efforts to reduce CWB may be helped by providing alternative routes by which

employees can express their discontent; for instance, strengthening grievance procedures or

introducing other mechanisms for employee voice. Employees who are able to “speak up”

regarding unfavourable treatment, or who can take a complaint to a higher-level manager, may be

less likely to respond with CWB. This may, however, only be effective in organizations whose

culture does not victimize those who make complaints about their line managers, or where there

is an existing policy regarding WLB initiatives that managers have failed to observe. In any case,

structural changes must take precedence over individual-level solutions; making it incumbent

upon employees to find an appropriate means by which to rectify incidences of unfairness

absolves the organization of responsibility for preventing injustice in the first place, which

compounds the injustice.

Attending to employees’ dispositional characteristics may also help to prevent or reduce

CWB. Personality testing can identify individuals high in maladaptive perfectionism, who can be

offered training interventions to help reduce the ruminative thinking on discrepancies between

personal standards and performance common to maladaptive perfectionists. For example, there is

consistent evidence from experimental studies that creating an interruption can divert ruminative

thinking and improve the quality of thinking and problem-solving (see review by Nolen-

Hoeksema, Wisco, and Lyubomirsky, 2008). Employees can be taught to engage in short periods

of neutral or pleasant distractions, such as exercise or conversation with friendly colleagues,

when they find themselves occupied in ruminative thinking about discrepancies (Melrose, 2011).

Once their moods are improved by these distractions, they may be able to engage in problem

26
solving or cognitive reappraisal to address the sense of discrepancy they are experiencing.

Mindfulness training (Teasdale et al., 2000) can also be employed to help affected employees

gain attentional control and allow negative thoughts about discrepancies to enter and leave their

consciousness without escalating into maladaptive rumination. Finally, cognitive therapy can help

teach maladaptive perfectionists ways to challenge their ruminations on discrepancies, instead of

replaying or accepting them, and to actively replace negative patterns of thinking with more

rational or adaptive thoughts (Barber and DeRubeis, 1989).

Limitations and Future Research

There are several limitations to the present study. The cross-sectional design of the

quantitative study does not permit firm conclusions regarding causality. Research employing a

longitudinal design would better assess issues of directionality: do perceptions of unfairness lead

to CWB, or does performance of CWB produce, over time, assessments of the workplace

environment as being unfair, as self-perception theory might suggest (Bem, 1972)?

While evidence exists to support the accuracy of self-report measures of CWB, and their

convergence with others’ ratings (e.g., Berry et al., 2007, reported a .89 correlation between self-

and non-self-reported CWB; see also Fox et al., 2007; Mount et al., 2006), it is possible that

CWB was under-reported in the present study due to social desirability bias. Although the use of

supervisor or peer-reports can offset this potential issue, other-reports of CWB generate their own

problems (e.g., Penney and Spector, 2005). Peers’ and supervisors’ assessments are based on

limited information, as they are able to observe only a subset of employees’ behaviour, and social

desirability is likely to constrain the degree to which employees perform CWB in front of others.

In addition, supervisor ratings are frequently influenced by halo effect (Mount et al., 2006;

O’Brien and Allen, 2008). No one way of measuring CWB is unproblematic.

27
 Limitations of the qualitative data include the sample size, which was only 12% of the

quantitative survey sample. Interview participants were self-selected rather than randomly or

purposively chosen, and therefore cannot be considered representative of the organizational

population.

As the design of the present study treated perfectionism as a moderator, adaptive and

maladaptive perfectionism were assessed as continuous variables, using the AP/high standards

subscale to represent adaptive perfectionism and the MP/discrepancy subscale to represent

maladaptive perfectionism (e.g., Ashby, Rice, and Martin, 2006; Gnilka, Ashby, and Noble, 2013;

Rice, Ashby, and Slaney, 1998). Given that maladaptive perfectionists also fixate on high

standards, which were found in the present study to have positive effects on the link between

informational justice and CWB, further exploration of the depth of the relationship between

maladaptive perfectionism, CWB and informational justice may be warranted. Future research

may wish to employ cluster analysis, categorizing participants as adaptive perfectionists (high

standards, low discrepancy), maladaptive perfectionists (high standards, high discrepancy), and

nonperfectionists (low standards, low discrepancy) according to the technique of Rice and Ashby

(2007) and Wang, Slaney, and Rice (2007). This approach could also be employed in conjunction

with structured interviews; comparing findings from different categories of perfectionist may

yield informative results concerning perceptions of injustice and motivations to engage in CWB.

Future research may also wish to investigate the moderating role of an organization’s

WLB culture in the fairness-CWB relationship. A supportive WLB culture has been linked to

lower levels of employee stress (Beauregard, 2011), and research has shown that informal WLB

support is a stronger predictor of job satisfaction, stress, and turnover intentions than formal

supports such as organizational WLB initiatives (Behson, 2005). To what extent will informal

support counteract the effects of fairness perceptions? For instance, if employees enjoy

28
considerable job autonomy (an informal support) and are able to create their own flexibility, will

a lack of adequate information provision about WLB initiatives be as salient as it would for

individuals with little autonomy? Knowing where to focus their efforts may assist managers in

reducing CWB within their organizations.

Finally, employee performance of CWB in response to informational injustice may vary

depending on whether perceptions of unfairness are related to mandatory organizational offerings

(e.g., provision of a safe workplace), or supplemental benefits, such as WLB initiatives. Is

injustice more impactful when it concerns benefits an organization is legislated to provide, versus

benefits an organization is only legislated to consider providing (as with flexible working

practices in the UK)? Again, future research in this area may help organizations determine where

they may best focus their efforts to ensure lower levels of CWB.

29
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 TABLE 1

Means, Standard Deviations, and Intercorrelations

Mean SD 1 2 3 4 5 6 7 8 9 10 11
1. Interpersonal 2.03 0.81 -
CWB
2. Organizational 1.73 0.62 .32*** -
CWB
3. Distributive 4.31 1.16 -.06 -.04 -
justice
4. Procedural 4.09 1.08 -.19* -.17 .46*** -
justice
5. Informational 3.73 1.26 -.37** -.22* .48*** .59*** -
justice *
6. Interpersonal 5.56 1.34 -.04 -.08 .17 .16 .20* -
justice
7. Adaptive 5.74 0.81 -.03 -.21** .07 .19* .21* .05 -
perfectionism *
8. Maladaptive 3.46 1.32 .05 .05 .00 -.22* -.01 -.04 .10 -
perfectionism
9. Tenure 7.96 7.49 .04 -.02 .12 -.11 -.11 -.06 -.02 .10 -
10. POS 3.89 1.26 -.08 -.06 .36*** .59*** .53*** .30*** .07 -.16* -.04 -
11. Work 4.01 1.62 .16* .06 .10 -.31*** -.18 -.26*** .14* .30*** .09 -.47**
interference with *
home
12. Presence of n/a n/a .08 .02 -.07 -.05 -.16 -.03 -.01 -.07 -.03 -.05 .13*
young children

Note. N = 224. p < .05. *** p < .001.

41
 TABLE 2

Hierarchical Regression Analyses predicting CWB

CWB-I CWB-O
Step 1 Step 2 Step 3 Step 4 Step 1 Step 2 Step 3 Step 4
Tenure .03 .02 .03 -.02 -.09 -.09 -.08 -.08
POS -.12 -.02 .03 .01 -.06 .11 .16 .12
Presence of dependent children .06 .04 .08 -.09 -.02 -.02 .00 .04
Work interference with home .23* .22* .18 .18† .16 .08 .08 .08

Distributive justice (DJ) .08 .04 .15 .11 .07 .24†

Procedural justice (PJ) .14 .26† .23† -.10 .00 -.02
Informational justice (InfJ) -.39** -.43*** -.60*** -.25† -.25† -.14
Interpersonal justice (IntJ) -.07 -.05 -.04 -.17 -.14 -.23*

Adaptive perfectionism (AP) -.09 -.23* -.22* -.24*

Maladaptive perfectionism (MP) .26* .28* .16 .03

AP x DJ .11 .09
AP x PJ -.01 .04
AP x InfJ .44*** .20
AP x IntJ -.03 -.16
MP x DJ .08 .07
MP x PJ -.17 -.01
MP x InfJ -.33* .20
MP x IntJ .05 .04

F 2.54* 2.65* 2.95** 3.75*** 0.85 1.41 1.85 2.52**

F 2.54* 2.61* 3.56* 3.83*** 0.85 1.94 3.33* 2.96**
R2 .09* .09* .06* .20*** .03 .07 .06* .18**
Adjusted R2 .06* .12* .16** .33*** -.01 .03 .08 .21**

Note. N = 224. † p < .10. * p < .05. ** p < .01. *** p < .001.

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 TABLE 3

Test of Simple Slopes of Regression for Interaction between Adaptive Perfectionism and
Informational Justice in Predicting Interpersonal CWB

Level of Adaptive Perfectionism Simple Slope SE t(221)

High -.08 .12 -.72

Medium -.39 .08 -4.68***
Low -.70 .12 -6.00***

Note. N = 224.
*** p < .001.

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 TABLE 4

Test of Simple Slopes of Regression for Interaction between Maladaptive Perfectionism and
Informational Justice in Predicting Interpersonal CWB

Level of Maladaptive Simple Slope SE t(221)

Perfectionism

High -.64 .18 4.47***

Medium -.39 .08 3.99***
Low -.14 .11 1.29

Note. N = 224.
*** p < .001.

44
 TABLE 5

Basic, Organizing, and Global Themes

Basic themes Organizing Themes Global Theme

Procedural injustice
Distributive injustice Types of injustice
Informational injustice
Interpersonal injustice
Annoyance / Irritation
Disappointment
Frustration Negative emotions Unfairness
Anger
Betrayal
Did nothing
Reduction in quality of interpersonal
relationships Behavioural responses
Retaliation (interpersonal CWB)
Restoration of equity (organizational
CWB)

45