حمیدرضا ال محمد

The greatest and most essential asset of any organization, especially a knowledge-based organization, is its human capital, which influences all other investments of the organization. One of the challenges facing today’s organizations is the presence of behaviors such as underperformance, aggression, bullying, stubbornness, intimidation, and resentment. These behaviors affect both the performance of organizations and the interpersonal relationships and cooperative spirit of employees. Such behaviors, known as counterproductive work behaviors, are contrary to organizational citizenship behaviors, which enhance organizational performance, effectiveness, customer satisfaction and loyalty, social capital, and similar outcomes (Bolino et al., ۲۰۰۲; Yoon & Suh, ۲۰۰۳, pp. ۲-۲۲). Counterproductive behaviors can hinder the functioning of the organization (Ball et al., ۲۰۱۹, pp. ۲۲۹-۳۱۸) and lead to reduced revenue or damage to its reputation, resulting in negative consequences for society as well. In the private sector, dismissals, loss of customers, and bankruptcy of weak businesses are considered some of the adverse outcomes of these behaviors. However, the emergence of counterproductive behaviors in public organizations and institutions, due to their scale and significance, may expose them to more serious crises. The spread of counterproductive behaviors among employees of organizations that are expected to be trusted by the public damages public trust and disrupts their overall functionality. Therefore, it is crucial to identify the roots of these counterproductive behaviors to control the factors that contribute to them and strengthen the factors that promote organizational citizenship behaviors, thereby increasing organizational efficiency and effectiveness (Gholipour, ۲۰۰۷, p. ۲۷۱).