Organizational Psychology

Purpose. This study aims to examine the moderating role of emotional intelligence on the influence of interpersonal conflict and organizational justice to counterproductive work behavior. Methodology. This type of research uses a quantitative approach and causal associative methodology. A total of 72 respondents (47 civil servants and 25 non-civil servants) were obtained from a populationof 256 employees at the regional secretariat of the Bima Regency, Indonesia, using the proportional random sampling technique. All variables under investigation are measured using the Likert scale, givingpoints from “1” (strongly disagree) to “5” (strongly agree). The questionnaire’s 70 items are presented asstatements, like 19 items about counterproductive work behavior (Bennett, Robinson, 2000). 15 items about interpersonal conflict (Bruk-Lee, Spector, 2006), 20 items about organizational justice (Niehoff, Moorman, 1993), and 16 items about emotional intelligence (Wong, Law, 2002). PLS-SEM was used in data analysis with the Smart PLS 4 program. Findings. The results showed that interpersonal conflicthad a significant positive contribution to counterproductive work behavior, while organizational justicehad a significant negative contribution in counter productive work behavior. Furthermore, emotional intelligence can weaken the effect of interpersonal conflict on counterproductive work behavior and strengthen the influence of organizational justice on counterproductive work behavior. Theoretical implications. The results of this study provide additional support regarding social exchange theory, which states that there is a reciprocal relationship as a form of recompense for the treatment of others.This theory is a framework used to understand social interactions and relationships between individuals based on mutually beneficial exchanges. In the context of this study, there is a relationship based on the exchange of resources in the form of emotional support, information, assignment assistance, promotions, and mutually beneficial recognition. Implications for practice. People with high emotional intelligence will be better at managing their emotions, so management needs to design emotional intelligence training and development to reduce employee involvement in counterproductive work behavior bothcaused by interpersonal conflict and perceived organizational justice.