Exploring the Effects of Job Autonomy on Engagement and Counterproductive Work Behaviors: The Moderating Role of Employee Narcissism and Team Performance Pressure

Abstract

Organizational researchers have increased their research interest in the antecedents of counterproductive work behaviors (CWBs). Based on the motivational and structural mechanisms of job autonomy, we developed a three-way interaction model to explain the effects of job autonomy, employee narcissism, and team performance pressure on employee vigor, dedication, absorption, and CWBs. Using a three-wave research design, 501 employee questionnaires (from 89 teams) supported our hypothetical model. The findings revealed that job autonomy had a significant negative impact on employee CWBs through the mediating effect of employee vigor. Furthermore, increased job autonomy significantly facilitated employee dedication and absorption when team performance pressure was high. Further, the three-way interaction of job autonomy, employee narcissism, and team performance pressure had a significant negative effect on employee CWBs. The interaction between employee narcissism and job autonomy was observed to have the most significant negative effect on employee CWBs when team performance pressure was high. Finally, we discuss the theoretical and practical implications of these findings for designing to reduce CWBs in organizations.