Abstract
Counterproductive work behaviors are notoriously difficult to measure in applied settings. As a result, many organizations are unable to reliably evaluate the frequency and antecedents of these behaviors. Exit surveys provide a unique opportunity for measuring potentially sensitive organizational issues but have yet to be widely adopted for measuring counterproductive work behaviors. The present paper describes a case study in which an exit survey was designed to study counterproductive work behaviors in a large telecommunications company. The results of this study suggest that a similar methodology may be beneficial for other organizations looking to better understand and manage these potentially damaging behaviors.
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