Counterproductive Work Behavior as Retaliation to Supervisor Self-Interested Behavior

The present research investigates the negative consequences associated with employee behaviors as a result of supervisors engaging in self-interested behaviors. Specifically, adopting social exchange theory, we argue that supervisor self-interested behavior will deteriorate subordinate affective commitment to the supervisor, which in turn, will foster subordinates’ retaliatory behaviors in the form of counterproductive work behaviors of both interpersonal and organizational nature. In addition, we identify subordinate power distance orientation as an important contingent factor affecting the indirect effect. We project the indirect influence that supervisor self-interested behavior imposes on subordinate counterproductive work behavior will be stronger for those subordinates who have a lower power distance orientation. Data from 146 supervisors and 441 subordinates provide support to our arguments. Theoretical and practical implications as well as insights for future research are discussed.