Abstract
Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.
Highlights
Beside smart and efficient use of natural and technological resources, sustainability seeks positive, regenerative environments for employees [1] with human resources development at all levels [2]
The effect of hierarchy culture values on deviant behavior has been confirmed by Fulmore [20], Di Stefano et al [21], and Kanten and Ulker [53] which indicates that establishing clear procedures, as well as compliance to such rules and regulations, can be used as a tool to diminish deviant workplace behavior
By focusing on the relationship between organizational culture and its characteristics that are related to greater frequency of workplace deviance occurrence, this study tried to provide additional insight and understanding of sustainable work environments and their development
Summary
Beside smart and efficient use of natural and technological resources, sustainability seeks positive, regenerative environments for employees [1] with human resources development at all levels [2]. Deviant behavior presents different forms of employee behavior that harm the legitimate interests of the organization [5], endangering not just the organization, and its members. It encompasses all activities of physical and verbal violence and intimidation at work. As a consequence, it results in poor health and individual safety, but it can have various effects on different job and non-job related social psychological outcomes [6], leading further to high organizational costs and negative impacts on the wider organizational environment
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