Psychological Researches in Management

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The effect of illegitimate tasks, psychological entitlement, and job burnout on counterproductive work behavior with emphasis on the moderating role of the collective atmosphere

Document Type : Original Article

Authors

1 Assistant Professor, Department of Public Management, Payame Noor University, Tehran, Iran.

2 Master of Public Management, Payame Noor University, Tehran, Iran

Abstract

Purpose: The importance of anti-productive work behavior is evident for most organizations because it can have negative effects on employees and organizations. Therefore, according to these conditions, the purpose of this research is to survey the effect of illegitimate tasks, psychological entitlement, and job burnout on counterproductive work behavior with emphasis on the moderating role of collective atmosphere.
Design/Methodology/Approach: The current research is applied in terms of purpose and descriptive survey in terms of nature and method. The statistical population of this research includes the number of 240 employees of Qarz al-Hasna Resalat Bank in Yazd province. Using Cochran's formula, 148 people were selected as a sample for the first half of 1400. From the questionnaires made by the researcher, Semer et al.'s illegitimate tasks (2010) consisting of 8 questions, Maslach and Jackson's (1981) job burnout consisting of 23 questions, Yam et al.'s psychological entitlement (2017) consisting of 4 questions, van Hooft's collective climate et al. (2009) consisting of 8 questions, and finally Masoomzadeh's anti-productive work behavior (2013) consisting of 11 questions, were used as a data collection tool. The basis of the measuring scale was the five-choice Likert spectrum questions. To confirm the validity, three types of validity (the content "this validity was obtained by surveying professors", convergent, this validity contains the average output variances (AVE) which should be more than 0.05), and divergent, this validity is also by comparing the root of AVE with the correlation between measured variables and for each of the reflective constructs, the root of AVE must be greater than the correlation of that construct with other constructs in the model) and to confirm the reliability, three criteria (the factor load, "this loadings for each question or independent variable are between 0 and 1 and indicate the degree of influence of that question or variable on the relevant factor, A factor loading higher than 0.5 is generally acceptable", the composite reliability coefficient, this reliability should be a value greater than 07 obtained 0.0 to indicate the internal stability of the constructs", Cronbach's alpha coefficient, "This coefficient should have values above (0.07)" (Fornell and Larcker, 1981) were used.
Findings: The results of hypothesis testing by SMART-PLS software and using t-test statistics and path coefficients (β) showed that illegitimate tasks have a positive and significant effect on anti-productive work behavior; a positive and significant effect on job burnout; a positive and significant effect on psychological entitlement; and a negative and significant effect on the collective atmosphere. In addition, the results indicated that psychological entitlement can play a mediating role in influencing illegitimate tasks on counterproductive work behavior and job burnout.
Discussion and Conclusion: Despite the design pattern, the bank can expect to be able to control counterproductive work behavior to advance its goals. This means that the bank should be able to fully control the level of illegitimate tasks, psychological entitlement, and job burnout. For example, by setting clear and fair tasks, reducing the use of illegitimate tasks, and providing training and career development opportunities, the bank can manage the level of illegitimate tasks. Also, the bank should develop burnout management by creating a healthy and supportive work environment. This includes measures such as work-life balance, employee empowerment, rest management strategies, and job variety. In addition, the role of managers in reducing the collective atmosphere is also very important. Managers should foster a team atmosphere by creating a positive work environment and encouraging cooperation and positive interaction among team members. By doing this, it is possible to reduce the negative impact of illegitimate tasks, psychological entitlement, and job burnout on counterproductive work behavior. Therefore, to manage anti-productive work behavior, the bank should pay attention to factors such as the level of illegitimate tasks, psychological entitlement, job burnout, and collective atmosphere. By controlling these factors and creating a positive environment, the bank can improve productivity.
 

Keywords

Main Subjects

References
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Psychological Researches in Management
Volume 9, Issue 2 - Serial Number 17
September 2023
Pages 9-35
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