Self Defeating Work Behavior in Wood Industry: An Empirical Investigation
M. Elfan Kaukab*, M. Trihudiyatmanto, Heri Purwanto, Bahtiar Efendi
Faculty of Economics
Universitas Sains Al-Quran Jawa Tengah
Wonosobo Indonesia
*elfan[at]unsiq.ac.id
Abstract
Self-defeating work behavior will become more common if human resources exploitation continues. A good organization practice needs to be performed to avoid employees- self-defeating work behavior. Our research is among the first to examine the organizational antecedents of self-defeating work behavior. This research uses the perceived CSR initiatives, implementation of a high-performance working practice, and authentic leadership as the antecedents. Questionnaires are distributed to 200 employees of 20 wood companies in Central Java. Regression analysis is used to test the connection between the variables. The result shows that perceived CSR initiative, implementation of high-performance working practice, and authentic leadership negatively affect self-defeating work behavior. A self-defeating work behavior mitigation model is proposed for further research. It is recommended that practitioners implement good CSR in a social environment, high-performance working practice, and authentic leadership to maintain employees- positive behavior.
Keywords: Perceived CSR initiatives, high performance work practice, authentic leadership, self-defeating work behavior, human resource management
Topic: Economics