Leaders' Human-Robot Comparison Behavior and Subordinate Counterproductive Work Behavior: Insights from Dehumanization Theory

As robots are increasingly capable of performing tasks typically performed by humans and are becoming more human-like, the comparison of humans with robots by organizational leaders is, therefore, becoming increasingly prevalent in the workplace. However, existing literature offers very limited insight into the potential effects of such behaviors in a human-robot collaboration setting. In this research, we explore how and for whom leaders' human-robot comparison behavior affects subordinate counterproductive work behavior (CWB). Drawing upon dehumanization theory, we propose that leaders' human-robot comparison behavior increases subordinate perceived dehumanization, which in turn promotes their subsequent CWB. We further propose that subordinates' need for uniqueness amplifies the positive indirect effect of leaders' human-robot comparison behavior on subordinate CWB through perceived dehumanization. Results from an experiment (Study 1) and a multi-source, multi-wave field study (Study 2) converged to support our predictions. We discuss the theoretical and practical implications of these findings and propose future research directions.