The Study On The Relationship Between Perceived Organizational Support And Counterproductive Work Behavior:the Regulation Of Job Complexity

In final analysis, the competition in the21st century is competition of the talent. Companies should not only focus on talent in the process of recruiting, but also in the using process. Thus they could increase the good behaviors and reduce the bad behaviors. Counterproductive work behavior is the behaviors that are harmful to the organization. Spector&Fox (2005) defined counterproductive work behavior as the behavior that the employee mean to implement (not the accident or under pressure) which do or may do harm to the organization, or (and) their stakeholders, such as customers, colleagues and boss.Counterproductive work behavior prevents the employee from doing the job better, thus it reduces the efficiency of organization. Besides, inappropriate behavior of employees in the workplace will play an exemplary role, making more people infected. Futher more, being rude to colleagues, speading the gossip of colleagues, withholding important job information and having a preference for someone will destroy the atmosphere of teamwork and erode the corporate culture. Although counterproductive work behavior threats the survival and development of companies, academic study of the counterproductive work behavior starts rather late. And the research of Counterproductive work behavior under Chinese situation is far less. Therefore studying how to reduce counterproductive work behavior in China, has strong practical significance and theoretical value.This paper takes perceived organizational support as independent variable, counterproductive work behavior as dependent variable, job complexity as moderator, and adopts empirical approach, trying to explore the relations of the variables. The research mainly includes the following five parts:The first chapter includes the research background, significance of the topic, research contents, research methods and innovation of this paper.The second chapter reviews of previous related research theory and comb, introducing the present research situation and the results of perceived organizational support, counterproductive behavior and job complexity, laying a solid theoretical foundation for this paper.On the basis of former researches the third chapter puts forward the research hypothesis and conceptual model and clarifies the relationship of variables. Then the paper introduces measurement of the relevant variables and the design of the questionnaires. After that it haves a pre-test and refined the scale based on the pre-test’s results.The fourth is the empirical analysis part, including the sample description, validity analysis, reliability analysis, the differences analysis of demographic factors on the variables, correlation analysis of variables and multilevel regression analysis.The fifth chapter is the research conclusion and revelation. This part exhibits the verification of hypothesis and gives proposes according to the analysis results. The end of this section is the insufficient of this research and future research direction.Through to the above five parts, the paper draws following research conclusions:(1) Perceived organizational support affects counterproductive work behavior significantly. Through correlation analysis we can see that the demensions of perceived organizational support have negative effect with the demensions of counterproductive work behavior. And the regression analysis also show that perceived organizational support have negative effect with organizational counterproductive work behavior and interpersonal counterproductive work behavior, interest concern and support groups is significantly negative with organizational counterproductive work behavior, employee value identity is significantly negative with interpersonal counterproductive work behavior.(2) It verifies job complexity moderates the relationship between perceived organizational support and counterproductive work behavior. Correlation analysis also show that job complexity have negative effect with organizational counterproductive work behavior and interpersonal counterproductive work behavior. And the regression analysis also show that job complexity moderates the relationship between perceived organizational support and organizational counterproductive work behavior, the relationship between perceived organizational support and interpersonal counterproductive work behavior, the relationship between work support and organizational counterproductive work behavior, the relationship between employee value identity and interpersonal counterproductive work behavior. while job complexity changing, interest concerns have the same relation with organizational counterproductive work behavior.The innovation of this paper is mainly manifested in the following two aspects:(1) It verifies the dimensions of perceived organizational support have negative relationship with the dimensions of counterproductive work behavior. Although previous studies have shown that perceived organizational support is negative to counterproductive behavior, but they all toke perceived organizational support as a single dimension variable. However perceived organizational support in China consists of three dimensions:supported by work, employee value identity and interests concerned. The results show that the negative relationship between perceived organizational support and organizational counterproductive work behavior, the negative relationship between perceived organizational support and interpersonal counterproductive work behavior, the negative relationship between work support, interest concerns and organizational counterproductive work behavior, the negative relationship between employee value identity and interpersonal counterproductive work behavior.(2) It verifies job complexity moderates the relationship between perceived organizational support and counterproductive work behavior. That is:the job complexity higher, the relationship between perceived organizational support and organizational counterproductive work behavior stronger, the relationship between perceived organizational support and interpersonal counterproductive work behavior stronger, the relationship between work support and organizational counterproductive work behavior stronger, the relationship between employee value identity and interpersonal counterproductive work behavior stronger.The paper haves limitation in source of scale, information and sample. Thus future reseaches could pay attention to these aspects:testing scale further, making the sample structure more reasonable and achieving employee information through multiple channels.