Counterproductive Work Behavior and Employee Performance in the Organizational Context in Indonesia
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Abstract
Counterproductive Work Behavior (CWB) has become an important issue in organizational management because it can negatively affect employee effectiveness, workplace relationships, and organizational performance. This study aims to examine the influence of Counterproductive Work Behavior and Employee Engagement on Employee Performance within organizations in Indonesia. This research applies a quantitative approach using survey methods involving 175 employees from various organizational backgrounds. Data were collected through a structured questionnaire measured using a five-point Likert scale and analyzed using Statistical Package for the Social Sciences (SPSS) version 25. The analysis process involved validity testing, reliability testing, classical assumption testing, and multiple linear regression analysis to evaluate the proposed hypotheses. The results indicate that Counterproductive Work Behavior has a significant negative influence on Employee Performance, indicating that increased counterproductive behavior reduces employee performance levels. Meanwhile, Employee Engagement demonstrates a significant positive influence on Employee Performance, showing that stronger employee involvement and psychological attachment contribute to improved performance outcomes. The coefficient of determination (R² = 0.510) indicates that Counterproductive Work Behavior and Employee Engagement explain 51.0% of the variation in employee performance. This study provides empirical evidence that organizations need to reduce dysfunctional workplace behaviors while strengthening employee engagement strategies to improve sustainable employee performance.
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