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Behavioral Sciences
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Preventing and Addressing Negative Behaviors in the Workplace
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Preventing and Addressing Negative Behaviors in the Workplace

A special issue of Behavioral Sciences (ISSN 2076-328X). This special issue belongs to the section "Organizational Behaviors".

Deadline for manuscript submissions: closed (31 March 2025) | Viewed by 23878

Special Issue Editors

Dr. Gülüm Özer

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Guest Editor
Department of Psychological Medicine, King’s College London, London WC2R 2LS, UK
Interests: psychosocial risks in workplaces; self-control and personality traits; workplace bullying
Prof. Dr. Elfi Baillien

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Guest Editor
Department of Work and Organisation Studies, KU Leuven, 1000 Brussels, Belgium
Interests: workplace bullying and harassment; psychosocial well-being; digital well-being
Prof. Dr. Jordi Escartín

E-Mail Website
Guest Editor
Social Psychology Department, University of Barcelona, Barcelona, Spain
Interests: workplace bullying and harassment; positive organizational psychology; occupational health and well-being

Special Issue Information

Dear Colleagues,

This Special Issue addresses the prevention and addressing of negative behaviors in the workplace. In the current professional environment, workplace dynamics involve a multidimensional interplay of individual personalities, interpersonal relationships and organizational structures. Regrettably, within this context, intentional or not, a wide range of troubling and widespread negative behaviors often exist, adversely impacting the well-being of individuals and organizations. These behaviors can have significant financial impacts on organizations (and society) and cause detrimental well-being outcomes for employees. These behaviors include theft, engaging in non-work-related online activities such as shopping or entertainment, causing damage to company property, wasting organizational resources, engaging in voluntary absenteeism (such as arriving late, leaving early, or being absent without a valid reason) and engaging in presenteeism (working at a reduced capacity or a slow pace). Additionally, incivility, aggression, workplace bullying, cyberbullying and sexual harassment can harm fellow employees. The detrimental effects of alcohol and drug misuse on people extend to the overall performance of organizations.

The COVID-19 epidemic has had a significant impact on work environments. Certain sectors have experienced varying degrees of impact, notably the many technology, finance, professional services (including consulting, legal, and accounting), education, media, marketing and advertising companies shifting to a permanent remote or hybrid work practice incorporating flexible working arrangements. Employers were required to accommodate autonomy, minimize micromanagement, embrace flexibility and advocate employee well-being. However, these changes may have also presented a difficulty in effectively addressing and intervening in negative behaviors. As a result of the shift toward remote employment, organizations may now have increased challenges in identifying negative behaviors or securing corroborating evidence from bystanders, as the reduced physical cohabitation limits opportunities for observation and support.

Therefore, this Special Issue seeks to explore the evolving strategies for preventing, detecting and intervening in negative acts, drawing upon evidence-based approaches and theoretical models. All types of original research articles (quantitative, qualitative or mixed method), systematic reviews and meta-analyses, and interventions (i.e., primary, secondary and tertiary) in preventing and addressing all types of negative behaviors, especially from the perspective of the perpetrators of the acts, are welcome. We invite contributions from all disciplines, from academics and practitioners that possess a robust methodological foundation and can advance the field in terms of interventions to achieve a workplace environment characterized by compassion, empathy and inclusivity.

Potential authors are kindly asked to send titles and abstracts to Gülüm Özer (gulum.ozer@kcl.ac.uk).

Dr. Gülüm Özer
Prof. Dr. Elfi Baillien
Prof. Dr. Jordi Escartín
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Behavioral Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2200 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • negative acts
  • perpetrators
  • intervention
  • prevention
  • counterproductive workplace behavior
  • incivility
  • aggression
  • workplace bullying
  • cyberbullying
  • alcohol and drug misuse

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Published Papers (11 papers)

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Research

14 pages, 375 KiB  
Article
The Effects of Anger Management on Workers: A Questionnaire Survey of Organizational Dysfunctional Behavior and Withdrawal from Interpersonal Relationships in the Workplace
by Ryoichi Semba
Behav. Sci. 2025, 15(2), 157; https://doi.org/10.3390/bs15020157 - 1 Feb 2025
Viewed by 824
Abstract
The voluntary behaviors of individuals that negatively impact the organization and its members should be addressed. According to the threatened egotism model, it is possible to curb such behaviors by effectively managing negative emotions. One such management strategy is anger management. Recently, some [...] Read more.
The voluntary behaviors of individuals that negatively impact the organization and its members should be addressed. According to the threatened egotism model, it is possible to curb such behaviors by effectively managing negative emotions. One such management strategy is anger management. Recently, some organizations have been implementing anger management programs, but their effect on behavior has not been verified. This study focused on organizational dysfunctional behavior and interpersonal withdrawal and attempted to examine the effects of anger management on these behaviors using a pre–post-test design. An anger management program and questionnaires before and after were administered to 92 workers (28 men and 64 women). The questionnaire included the Sociability Scale, which measures disengagement from interpersonal relationships, and the Organizational Dysfunctional Behavior Scale. A comparison of scale scores before and after the program revealed a significant decrease in the “Criticism of Others” on the Organizational Dysfunctional Behavior Scale. Furthermore, a similar analysis by sex and age revealed a significant decrease in “Criticism of Others” among women and workers under 46 years of age. These results indicate that anger management is not effective for reducing interpersonal withdrawal but may instead be effective for reducing criticism of others among women and young workers. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
24 pages, 1739 KiB  
Article
Exploring the Impact of Workplace Hazing on Deviant Behavior in the Hospitality Sector: The Roles of Emotional Exhaustion and Hope and Optimism
by Osama Aljaier, Ahmad Alzubi, Amir Khadem and Kolawole Iyiola
Behav. Sci. 2025, 15(2), 129; https://doi.org/10.3390/bs15020129 - 25 Jan 2025
Cited by 1 | Viewed by 1058
Abstract
Workplace hazing remains a critical concern in the hospitality sector, known for its high-pressure environments and hierarchical dynamics. Drawing on transactional stress theory, this study explores the intricate relationships between workplace hazing, emotional exhaustion, and deviant behavior, with a focus on the moderating [...] Read more.
Workplace hazing remains a critical concern in the hospitality sector, known for its high-pressure environments and hierarchical dynamics. Drawing on transactional stress theory, this study explores the intricate relationships between workplace hazing, emotional exhaustion, and deviant behavior, with a focus on the moderating roles of hope and optimism. The research aims to examine how these psychological factors buffer the negative impacts of workplace hazing on employee behavior. Using a quantitative approach, data were collected from 494 valid responses comprising employees and supervisors from four- and five-star hotels in Aqaba, Amman, and Petra, Jordan. Convenience sampling was employed, and the data were analyzed using SPSS 29 and AMOS 26. The findings reveal that workplace hazing significantly predicts emotional exhaustion and deviant behavior, with emotional exhaustion mediating this relationship. Hope and optimism were found to moderate these effects, suggesting employees who maintain an optimistic outlook are better equipped to handle stress, which, in turn, reinforces their positive mindset, ultimately fostering healthier workplace cultures. The study offers both theoretical and practical implications. Theoretically, it extends the transaction theory of stress by integrating emotional exhaustion and deviant behavior. Practically, it suggests that hospitality organizations should focus on mitigating hazing practices, addressing emotional exhaustion through support mechanisms, and fostering positive psychological traits like hope and optimism to enhance employee well-being and minimize deviant behavior. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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31 pages, 366 KiB  
Article
The Illusion of Competence: A Qualitative Deep Dive into Workplace False Performance
by Marie Frances Dunnion, Gbolahan Gbadamosi and Jan Francis-Smythe
Behav. Sci. 2024, 14(11), 985; https://doi.org/10.3390/bs14110985 - 23 Oct 2024
Viewed by 1795
Abstract
This qualitative paper develops an understanding of False Performance as a negative form of workplace behaviour which has received scant attention. According to the quantitative literature, which measures False Performance using the Organisational Charlatan Scale (OCS), false performers are incompetent employees who deliberately [...] Read more.
This qualitative paper develops an understanding of False Performance as a negative form of workplace behaviour which has received scant attention. According to the quantitative literature, which measures False Performance using the Organisational Charlatan Scale (OCS), false performers are incompetent employees who deliberately portray themselves as better able to perform in a job role than they know themselves to be capable. In this study, False Performance was explored in United Kingdom public-sector organisations for the first time, using novel focus-group methodology and grounded theory. Eight focus groups (n = 51) were conducted to explore employees’ perceptions and experiences of False Performance, with a focus on job interviews and performance appraisals. Using NVivo for analysis, five categories emerged: Co-Worker Perceptions of False Performance in the Workplace, False Performance in Interview/Appraisal Settings, The Impact of Trust on the False Performer, The Effect of False Performance on Co-Worker Morale, and Preventing False Performance in the Workplace. The results support the literature review that False Performance is a new and negative addition to the taxonomies of job performance. Human resources (HR) managers are, therefore, urged to prevent and reduce False Performance via well-designed selection processes and performance appraisals, thereby improving co-worker trust amongst employees. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
23 pages, 921 KiB  
Article
Lookism, a Leak in the Career Pipeline? Career Perspective Consequences of Lookism Climate and Workplace Incivility
by Miren Chenevert, Cristian Balducci and Michela Vignoli
Behav. Sci. 2024, 14(10), 883; https://doi.org/10.3390/bs14100883 - 1 Oct 2024
Viewed by 2433
Abstract
Despite strides toward gender equality in the workforce, women continue to face significant challenges, including the “glass ceiling” and the “leaky pipeline”, partially stemming from low occupational self-confidence. This study examined whether a climate of lookism leads to workplace mistreatment, undermining employees’ perceptions [...] Read more.
Despite strides toward gender equality in the workforce, women continue to face significant challenges, including the “glass ceiling” and the “leaky pipeline”, partially stemming from low occupational self-confidence. This study examined whether a climate of lookism leads to workplace mistreatment, undermining employees’ perceptions of job competence and career potential, with a focus on gender differences. Using a cross-sectional design, data from 699 Italian workers (42.8% male, 56.3% female) were analyzed through multi-group structural equation modeling. The model explored relationships between lookism climate, workplace incivility, imposter syndrome, and perceived employability. The results revealed a full serial mediation for women; lookism climate was positively related to workplace incivility, which in turn was related to imposter syndrome, negatively impacting perceived employability. For men, no serial mediation was found; lookism climate was directly related to both incivility and imposter syndrome, with no significant relationship between the two. Like women, men experienced a negative relationship between imposter syndrome and perceived employability, yet this relationship was stronger for men. This study highlights that identifying and addressing workplace climates that foster subtle mistreatment can prevent larger issues like the leaky pipeline, suggesting targeted organizational-level intervention and prevention strategies can enhance job competence perceptions and career potential for both genders. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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13 pages, 942 KiB  
Article
The Relationship between Laissez-Faire Leadership and Cyberbullying at Work: The Role of Interpersonal Conflicts
by Alfonso Cárdenas-Miyar, Francisco J. Cantero-Sánchez, José M. León-Rubio, Alejandro Orgambídez-Ramos and Jose M. León-Pérez
Behav. Sci. 2024, 14(9), 824; https://doi.org/10.3390/bs14090824 - 16 Sep 2024
Viewed by 1812
Abstract
A person can experience cyberbullying at work when exposed to repetitive and intrusive negative acts facilitated by new information and communication technologies (ICTs). The incidence of workplace cyberbullying has rapidly increased following the COVID-19 pandemic. This issue does not arise in isolation; leadership [...] Read more.
A person can experience cyberbullying at work when exposed to repetitive and intrusive negative acts facilitated by new information and communication technologies (ICTs). The incidence of workplace cyberbullying has rapidly increased following the COVID-19 pandemic. This issue does not arise in isolation; leadership plays a critical role. Leaders who fail to set clear rules and provide minimal supervision may exacerbate interpersonal conflicts among subordinates. This study explores the role of laissez-faire leadership and interpersonal conflicts on workplace cyberbullying from a gender perspective. A two-wave panel study was conducted (N = 1995; 53.6% women; M age = 42.02 years old; SD = 9.23; age range: 18–74 years old). Our findings indicate no direct relationship between laissez-faire leadership and workplace cyberbullying; however, there is a significant indirect relationship. Laissez-faire leadership is associated with a higher frequency of interpersonal conflicts, which in turn are related to cyberbullying, making interpersonal conflicts a mediator. Additionally, gender moderates the relationship between interpersonal conflicts and workplace cyberbullying. Our results suggest that interpersonal conflicts may increase exposure to cyberbullying, particularly for men under laissez-faire leadership. These findings have managerial implications for introducing tailored interventions to prevent workplace cyberbullying. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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19 pages, 1881 KiB  
Article
Imbalance between Employees and the Organisational Context: A Catalyst for Workplace Bullying Behaviours in Both Targets and Perpetrators
by Gülüm Özer and Jordi Escartín
Behav. Sci. 2024, 14(9), 751; https://doi.org/10.3390/bs14090751 - 27 Aug 2024
Viewed by 1936
Abstract
Research on workplace bullying from the perpetrators’ perspective is limited, leading to few interventions tailored to them. This gap stems from insufficient understanding of how organisational conditions and individual dispositions trigger or amplify perpetrator behaviour. To develop effective interventions in preventing bullying, perceived [...] Read more.
Research on workplace bullying from the perpetrators’ perspective is limited, leading to few interventions tailored to them. This gap stems from insufficient understanding of how organisational conditions and individual dispositions trigger or amplify perpetrator behaviour. To develop effective interventions in preventing bullying, perceived organisational factors were examined. This study, guided by the Job Demands–Resources (JD–R) model and the three-way model of workplace bullying (WB), aims to explore the effects of perceived (im)balances in the task or employee focus, social atmosphere (positive or negative), and hierarchical structure (high or low) in organisations on the incidence of WB, both in terms of perpetrator and target experiences. The research involved 1044 employees from multiple Spanish organisations and sectors: 51.7% in services, 24.6% in education, 14.5% in wholesale and retail trade, and 9.2% in manufacturing. The average age of participants was 35.43 years (SD = 10.9), with a female majority of 61.3%. Using a cross-sectional study design, the experiences of being a target and perpetrator were quantitatively assessed through validated WB target and perpetrator scales. Additionally, the study qualitatively examined employees’ perceptions of their organisational context through free descriptions, using adjectives to depict their views. Correspondence analysis was employed to test the hypotheses, and the results affirmed them. The study found that perceived imbalances in organisational focus, social atmosphere, and hierarchy correlate with higher WB target and perpetrator reports, whereas balanced atmospheres correlate with no WB. This research underscores the significance of balanced organisational contexts in mitigating WB. It highlights a gap in the current literature regarding the broader organisational factors that influence bullying and advocates for a more in-depth understanding of these dynamics. Furthermore, it contributes to the existing body of knowledge by offering a comprehensive and harmonised approach to preventing WB, transcending isolated interventions. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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15 pages, 808 KiB  
Article
Social Undermining and Promotive Voice: The Moderating Effects of Procedural Justice
by Abdulkhamid Komil ugli Fayzullaev and Soo Young Shin
Behav. Sci. 2024, 14(6), 447; https://doi.org/10.3390/bs14060447 - 25 May 2024
Cited by 2 | Viewed by 1286
Abstract
Organizations are increasingly depending on their employees to contribute suggestions aimed at enhancing organizational processes, boosting overall efficiency, and fostering innovation. However, some factors might hinder employees from expressing their thoughts. While there is evidence suggesting an effect of supervisor social undermining behavior [...] Read more.
Organizations are increasingly depending on their employees to contribute suggestions aimed at enhancing organizational processes, boosting overall efficiency, and fostering innovation. However, some factors might hinder employees from expressing their thoughts. While there is evidence suggesting an effect of supervisor social undermining behavior on employee voice, the impact on innovative types of voice, specifically promotive voice, remains uncertain. This study aims to explore the association between supervisor social undermining and employee promotive voice. Moreover, this research investigates how employee perceptions of procedural justice moderate this relationship, utilizing the Conservation of Resources theory. Data were collected from 115 highly skilled employees, and hierarchical regression analysis was employed to assess the proposed hypotheses. The findings suggest that when individuals encounter social undermining behavior from their supervisor, they are less inclined to engage in promotive voice behavior. Interestingly, the results indicate that this relationship becomes stronger when individuals possess higher perceptions of procedural justice. To the best of our knowledge, this study is the first to investigate the impact of supervisor social undermining on promotive voice while considering procedural justice as a moderator in this relationship. The findings of this study suggest several theoretical and practical implications and provide directions for future research. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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17 pages, 567 KiB  
Article
Negative Acts in the Courtroom: Characteristics, Distribution, and Frequency among a National Cohort of Danish Prosecutors
by Amanda Ryssel Hovman, Jesper Pihl-Thingvad, Ask Elklit, Kirsten Kaya Roessler and Maria Louison Vang
Behav. Sci. 2024, 14(4), 332; https://doi.org/10.3390/bs14040332 - 16 Apr 2024
Viewed by 1945
Abstract
Danish prosecutors report exposure to negative acts from professional counterparts in courtrooms, which is associated with an increased risk of burnout. However, knowledge of the characteristics of these acts is limited. Based on existing theoretical frameworks, this study aims to characterize these negative [...] Read more.
Danish prosecutors report exposure to negative acts from professional counterparts in courtrooms, which is associated with an increased risk of burnout. However, knowledge of the characteristics of these acts is limited. Based on existing theoretical frameworks, this study aims to characterize these negative acts. A nation-wide survey of Danish prosecutors (response rate: 81%) yielded 687 descriptions of experiences with negative acts from professional counterparts from a career perspective. These were analyzed using theory-directed content analysis based on the Stress-as-Offense-to-Self (SOS) theory by Semmer and colleagues and Cortina and colleagues’ characterization of incivility in American courtrooms. We identified a total of 15 types of behavior within the three main themes: illegitimate tasks (n = 22), illegitimate stressors (n = 68), and illegitimate behavior (n = 612). Tentative differences in the distribution of experienced negative acts from a career perspective were found for gender and seniority. Women reported negative acts more frequently than men, and assistant prosecutors reported verbal abuse more frequently than senior prosecutors, who, conversely, more often reported a perceived lack of court management. More prospective research is needed on negative acts experienced by prosecutors to assess the scope of these in Danish courtrooms and how they impact the risk of burnout. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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27 pages, 1334 KiB  
Article
Construed Organizational Ethical Climate and Whistleblowing Behavior: The Moderated Mediation Effect of Person–Organization Value Congruence and Ethical Leader Behavior
by Han Cai, Lingfeng Zhu and Xiu Jin
Behav. Sci. 2024, 14(4), 293; https://doi.org/10.3390/bs14040293 - 1 Apr 2024
Cited by 6 | Viewed by 3316
Abstract
An organizational ethical climate enhances the degree of collaboration and cohesion among employees and facilitates the development and interests of organizations. Such roles lead to organizational sustainable development and survival. Therefore, the importance of ethical climate in organizations is becoming increasingly apparent. In [...] Read more.
An organizational ethical climate enhances the degree of collaboration and cohesion among employees and facilitates the development and interests of organizations. Such roles lead to organizational sustainable development and survival. Therefore, the importance of ethical climate in organizations is becoming increasingly apparent. In this background, this study aims to explore whether an organizational ethical climate can improve whistleblowing behavior and the mediating role of organizational identification in promoting whistleblowing behavior. Most previous studies have only focused on the mediating or moderating role of the model. This study expands the research field, adds the dual moderation of person–organization value congruence and leader ethical behavior, and verifies two moderated mediation models. Overall, the purpose of this study is to determine the behavior of employees under the influence of an organizational ethical climate and, on this basis, propose suggestions for strengthening organizational ethical climate, expanding the scope of research on organizational climate and providing a theoretical basis for related research. In order to achieve the research goals, the data were collected from 344 Chinese SMEs for empirical analysis. The results showed that an organizational ethical climate has no direct impact on whistleblowing behavior but could have a positive effect on whistleblowing formation through the mediating variable of organizational identification. In addition, person–organization value congruence and leader ethical behavior significantly moderated the mediating role of organizational identification between organizational ethical climate and whistleblowing behavior. Finally, the directions that can contribute to future research were suggested. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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22 pages, 689 KiB  
Article
Reducing Employees’ Time Theft through Leader’s Developmental Feedback: The Serial Multiple Mediating Effects of Perceived Insider Status and Work Passion
by Zhen Wang, Qing Wang and Daojuan Wang
Behav. Sci. 2024, 14(4), 269; https://doi.org/10.3390/bs14040269 - 24 Mar 2024
Cited by 8 | Viewed by 2293
Abstract
Time theft, especially with the shift to remote work during the pandemic, is an increasing challenge for organizations. Existing studies demonstrate that both authoritarian leadership and laissez-faire leadership can exacerbate time theft, putting leaders in a behavioral dilemma of neither being strict nor [...] Read more.
Time theft, especially with the shift to remote work during the pandemic, is an increasing challenge for organizations. Existing studies demonstrate that both authoritarian leadership and laissez-faire leadership can exacerbate time theft, putting leaders in a behavioral dilemma of neither being strict nor lenient. Additionally, the pervasive and covert nature of time theft diminishes the effectiveness of subsequent corrective actions. Our study aims to investigate how to prevent time theft by mitigating employees’ inclinations. Based on role theory, our study examines whether supervisor developmental feedback can encourage employees to perform work roles more appropriately. To uncover the complicated internalization process of role expectation, our study incorporates perceived insider status and work passion as serial mediators and considers the boundary effect of leaders’ word–deed consistency. In Study 1, a survey of 402 employees revealed that supervisor developmental feedback can negatively predict employee time theft through employees’ perceived insider status and work passion. Study 2 employs the same sample to further identify three topics of supervisor developmental feedback: skill learning, attitude learning, and social learning. Moreover, serial multiple mediating effects are affirmed across topics. The findings suggest that providing feedback on employees’ learning and growth is an effective approach to prevent time theft. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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19 pages, 935 KiB  
Article
Exploring the Interplay of Competition and Justice: A Moderated Mediation Model of Competitive Psychological Climate, Workplace Envy, Interpersonal Citizenship Behavior, and Organizational Justice
by Sevcan Yıldız, Engin Üngüren, Ömer Akgün Tekin and Engin Derman
Behav. Sci. 2024, 14(1), 5; https://doi.org/10.3390/bs14010005 - 21 Dec 2023
Cited by 3 | Viewed by 2647
Abstract
The competitive psychological environment that arises within an organization is widely recognized as a crucial factor impacting employee performance and, indirectly, overall business productivity. Nonetheless, mishandling this environment can result in unforeseen challenges. Thus, a moderated mediation model was employed in this study [...] Read more.
The competitive psychological environment that arises within an organization is widely recognized as a crucial factor impacting employee performance and, indirectly, overall business productivity. Nonetheless, mishandling this environment can result in unforeseen challenges. Thus, a moderated mediation model was employed in this study to ascertain the adverse effects of competitive psychological climate and how to mitigate said effects. Data were collected via a survey of 523 employees of four- and five-star accommodation establishments in Alanya and Manavgat using convenience sampling. This study revealed that a competitive work environment leads to increased workplace envy, which adversely affects interpersonal citizenship behavior. Additionally, it was discovered that workplace envy mediates the effects of competitive climate on interpersonal citizenship behavior. The negative impact of competitive psychological climate on workplace envy and interpersonal citizenship behavior is mitigated by organizational justice. This study’s results offer significant contributions to both theoretical and practical understandings of the potential effects of competitive psychological climate and how to handle them. Full article
(This article belongs to the Special Issue Preventing and Addressing Negative Behaviors in the Workplace)
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