Job satisfaction and work engagement impact on counterproductive work behaviors: Moderating influence of demographic characteristic of employees

Abstract

The purpose of the article is to determine how demographic characteristic (sex, age, length of service, type of work) moderate the impact of job satisfaction (JS) and work engagement (WE) on counterproductive work behaviors (CWB). The research objectives were met with application of a survey conducted in Poland. Structural equation modeling (SEM) was used to analyze the primary data. The proposed theoretical models were intended to determine how JS and particular categories of WE (vigor, absorption, dedication) affect organizational and personal CWB and subjective categories of such behaviors (abuse against others, theft, sabotage, withdrawal). We determined that JS was related to abuse against others, and WE tend to reduce such behaviors. There was also a negative impact of WE on CWB aimed at individuals (CWB-I) and a positive influence of WE on CWB aimed at organization (CWB-O). In turn, JS increased CWB-I, but reduced CWB-O. The article provides meaningful managerial implications for human resource management in Central European environment.

The purpose of the article is to determine how demographic characteristic (sex, age, length of service, type of work) moderate the impact of job satisfaction (JS) and work engagement (WE) on counterproductive work behaviors (CWB). The research objectives were met with application of a survey conducted in Poland. Structural equation modeling (SEM) was used to analyze the primary data. The proposed theoretical models were intended to determine how JS and particular categories of WE (vigor, absorption, dedication) affect organizational and personal CWB and subjective categories of such behaviors (abuse against others, theft, sabotage, withdrawal). We determined that JS was related to abuse against others, and WE tend to reduce such behaviors. There was also a negative impact of WE on CWB aimed at individuals (CWB-I) and a positive influence of WE on CWB aimed at organization (CWB-O). In turn, JS increased CWB-I, but reduced CWB-O. The article provides meaningful managerial implications for human resource management in Central European environment.