The effect of perceived HRM system strength on employees’ counterproductive work behavior

Abstract

This study examined the effect of perceived human resource management (HRM) system strength on employees’ counterproductive work behavior based on uncertainty management theory. The mediating role of perceptions of organizational politics and the moderating role of collectivism were also tested. We conducted three-wave surveys of 216 employees and used regression analysis to test the hypotheses. The results show that perceived HRM system strength negatively influences employees’ counterproductive work behavior. Perceptions of organizational politics mediate the relationship between perceived HRM system strength and employees’ counterproductive work behavior. Collectivism moderates the positive relationship between perceptions of organizational politics and employees’ counterproductive work behavior, such that the relationship will be stronger when collectivism is higher. The study enriches the research on the antecedents of counterproductive work behavior from the perspective of the HRM implementation process. It also provides suggestions for companies to reduce the counterproductive work behavior of employees.