Relationship between Perceived Employability and Sabotage Behavior: Moderating Roles of Perceived Organizational Support and Procedural Justice

Abstract

Sabotage behavior is a significant challenge that can undermine an organization's performance and effectiveness. The mechanism connecting perceived employability to sabotage behavior is under-researched in organizational behavior literature. Based on mentioned above and drawing on the social exchange theory, this study examined the moderating roles of perceived organizational support (POS) and procedural justice (PJ) in the relationship between perceived employability and sabotage behavior among employees in manufacturing organizations. A correlational research design and quantitative approach for data collection were utilized. Simple random sampling was utilized for selecting 171 employees from the manufacturing organizations. Regression analysis (Hayes' PROCESS macro model 1) was used for testing the hypotheses. The results of the study indicated that there is a positive relationship between perceived employability and sabotage behavior. POS and PJ moderated the relationship between perceived employability and sabotage behavior. The study results highlighted the importance of POS and PJ in attenuating the effect of perceived employability on sabotage behavior. It was recommended that organizations ensure that employees are respected and recognized for their contributions, their well-being should be prioritized, and fairness should be visible and established in organizations.