Authors: Michael Yoerger; John Crowe; Joseph A. Allen; Johanna Jones
Addresses: University of Nebraska at Omaha, 6001 Dodge Street, Omaha, NE 68182, USA ' University of Nebraska at Omaha, 6001 Dodge Street, Omaha, NE 68182, USA ' University of Nebraska at Omaha, 6001 Dodge Street, Omaha, NE 68182, USA ' University of Nebraska at Omaha, 6001 Dodge Street, Omaha, NE 68182, USA
Abstract: When used effectively, workplace meetings serve as an invaluable opportunity for co-workers to achieve organisational objectives. However, meetings are often regarded as inefficient, unproductive, and a waste of time. Owing to meeting attendee frustration, there can be detrimental impact on employee wellbeing. In this paper, we examine the impact of a specific type of meeting behaviour, counterproductive meeting behaviours (CMBs), which include non-constructive criticism and complaints on perceptions of meeting effectiveness. Additionally, we explore the potential moderating influence of personality characteristics on this relationship. While meeting leaders may take great efforts in designing meetings based on good meeting practices supported by research, meeting outcomes could be largely influenced by the individual personality characteristics of meeting attendees. This research is aimed at developing a greater understanding of how individual differences, namely personality traits, play a role in meeting interactions and outcomes. Respondents completed a survey that measured CMBs, personality characteristics, and meeting effectiveness. Our findings indicate CMBs are negatively related to perceived meeting effectiveness. Additionally, the negative relationship was stronger for individuals who possess higher levels of agreeableness and stronger for individuals possessing lower levels of extraversion. We discuss implications for managers and meeting attendees.
Keywords: counterproductive behaviour; meeting behaviours; personality traits; meeting effectiveness; meetings; workplace behaviour; non-constructive criticism; complaints; perceptions; meeting interactions; meeting outcomes.
International Journal of Management Practice, 2017 Vol.10 No.3, pp.203 - 223
Received: 15 Feb 2016
Accepted: 13 Sep 2016
Published online: 09 Jul 2017 *