From Procedural Injustice to Counterproductive Work Behavior: An Exchange-Based Perspective on Cynicism and Reciprocity
DOI:
https://doi.org/10.66578/btis.v2i2.30Keywords:
Procedural injustice, Organizational cynicism, Counterproductive work behavior, Negative reciprocity belief, Social exchange theoryAbstract
Drawing on Social Exchange Theory, this study examines how and under what conditions procedural injustice is associated with counterproductive work behavior (CWB). Specifically, it investigates the mediating role of organizational cynicism as a relational mechanism and the moderating role of negative reciprocity belief as an interpretive boundary condition. Data were collected from 344 full-time employees working in manufacturing organizations across multiple cities in Ontario, Canada, using a time-lagged survey design. Structural equation modeling (SEM) with bootstrapping was employed to test the hypothesized moderated mediation model. The results indicate that procedural injustice is positively associated with organizational cynicism and counterproductive work behavior. Organizational cynicism partially mediates this relationship, suggesting that employees respond to unfair procedures through a deterioration of the exchange relationship with the organization. Furthermore, negative reciprocity belief strengthens the positive relationship between procedural injustice and organizational cynicism, thereby increasing the indirect effect of procedural injustice on counterproductive work behavior. The findings contribute to the organizational justice literature by demonstrating that procedural injustice reflects more than emotional strain; it also signals a breakdown in reciprocal exchange relationships. By positioning organizational cynicism as a relational mechanism and identifying negative reciprocity belief as a boundary condition, the study provides a more comprehensive explanation of how and when procedural injustice contributes to counterproductive work behavior. From a practical perspective, the findings suggest that organizations should strengthen procedural transparency, consistency, and fairness in decision-making processes while proactively addressing employee cynicism to reduce the likelihood of workplace deviance and promote healthier employee–organization relationships.
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