Open Universiteit

Please use this identifier to cite or link to this item: http://hdl.handle.net/1820/7429
Title: Een blik in de black box: de relatie tussen percepties van human resource-attributies en counterproductive work behaviour en het modererend effect van leader membership exchange
Authors: Overbeeke, CA
Keywords: counterproductive work behaviour
leader membership exchange
human resource attributions
Issue Date: 21-May-2015
Publisher: Open Universiteit Nederland
Abstract: Within the field of strategic human resource management (SHRM) the aspects of counterproductive work behaviour (CWB) and perceptions of human resource-attributions are largely unknown territory. Many questions relating to these subjects and their possible internal consistency are yet to be answered, which might shed light on these aspects within the black box of SRHM. Additionally, from the perspective of social exchange theory it is interesting to research the impact of high quality leader-member exchange on counterproductive work behaviour of employees, an area which has seen relatively little research as of yet. The following research question will be examined this study: What is the effect of perceptions of human resource attributions on employees’ counterproductive work behaviour and what is the moderating influence of leader membership exchange on this relation? To answer the research question, an online quantitative survey has been conducted, which was sent to 327 employees of a University of Applied Sciences in the Netherlands. The questionnaire was completed by 97 employees, leaving a 25.3 percent response rate. The results were analyzed on an individual level. Both correlation analyses and regression analyses were used to test earlier defined hypotheses based on a literature study. The results of this study show that none of the hypothesis can be confirmed. In a several cases there is an association, but it isn’t significant. In other cases the relationship turns out to be one of a contrary kind. In conclusion, the results suggest there is no significant positive relationship between the HR-attribution ‘control focus’ and CWB. Also, there is no significant negative relationship between the HR-attribution ‘commitment focus’ and CWB. The positive effect of LMX on the relationship between HR-attributions and CWB cannot be confirmed either. So far this study delivers some new empirical evidence that contributes to the theory of perceptions of HR-attributions. The results of this research also question whether or not the concept of CWB is being looked at correctly, especially regarding the mild version of CWB - as subject in this research – and in the context of a highly trained staff. Are the questions used for the measurement of CWB the right questions in this context? The results also provide suggestions for further research: what is the cause the HR attribution ‘commitment focus’ have a positive relationship with CWB? And LMX? What factors are responsible for the absence of a dampening effect of LMX, instead increasing CWB? From a practical perspective: looking at the roles of supervisor and employee, is it clear what the needs and expectations are of each other? Is it clear how employees perceive the HR-instruments? Is all this in agreement with the intentions as formulated in the HR policy of the organization?
URI: http://hdl.handle.net/1820/7429
Appears in Collections:MSc Management Science

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