Employee deviant behavior: role of culture and organizational relevant support

R Arzu Kalemci,Ela Ozkan-Canbolat,Ipek Kalemci-Tuzun

doi:10.1108/ejmbe-11-2018-0125

Abstract

PurposeThe purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations.Design/methodology/approachThis research applies a fuzzy-set qualitative comparative analysis.FindingsThe results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB.Originality/valueThe main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

Highlights

Deviant workplace behavior (DWB), a voluntary behavior, violates significant organizational norms and, in so doing, is perceived as threatening to the well-being of the organization or its members (Bennett and Robinson, 2000)
Through different methodological perspectives, this study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB
With an fsQCA, results show the role of employee perceived supervisory support (PSS), perceived organizational support (POS) and cultural dimension configurations to foster employee DWB

Summary

Introduction

Deviant workplace behavior (DWB), a voluntary behavior, violates significant organizational norms and, in so doing, is perceived as threatening to the well-being of the organization or its members (Bennett and Robinson, 2000). DWB gained attention from organizational behavior researchers with its negative psychological, social and tangible consequences for employees and organizations. Destructive behavior and constructive behavior are two types of DWBs discussed in literature (Bennett and Stamper, 2001). Upon review of relevant literature, it can be said that the effects of supportive organizational practices on DWB are an interesting area despite the extant evidence on the effect of organizational support on employee attitudes and behavior, including organizational commitment, job satisfaction, organizational citizenship behavior, turnover intention and job performance (Eisenberger et al, 1986, 1990; Maertz et al, 2003; Payne and Huffman, 2005; Tuzun and Kalemci, 2012; Tuzun et al, 2016).

Objectives

Methods

Discussion

Conclusion