An algorithm approach for studying individual differences in counterproductive work behavior.

Counterproductive work behavior (CWB) is an increasingly pervasive and costly phenomenon that harms organizations and their members. A large body of literature has been developed to understand and explain how CWBs originate as affective responses to negative experiences at work or stressors. However, little is known about how negative instrumental behaviors develop among employees and what could be the role of organizational rewards in limiting these phenomena. Drawing on the Theory of Planned Behavior, we hypothesized that individual attitudes, social norms and perceived behavioral control predict instrumental CWBs. Furthermore, we argued that organizational rewards interact with these individual factors, limiting CWBs.