Abstract
Deviant workplace behavior among employees is becoming a universal issue at various organizations, not excluding enforcement agencies. Deviant behavior need to be studied by scholars to prevent detrimental effects such as jobdissatisfaction, intention to quit, stress, decreased productivity, loss of work time, high turnover rate and financial costs among employees. The purpose of this paper is to explore the types of deviant workplace behavior in the government sector in Malaysia. Data collection for the research was carried out by interviewing 14 law enforcement officers in Malaysia. This study involves various departments. The study found that there are various types of misconduct existing at the organization e.g. bribery, uninformed polygamy, drugs, on-line gambling, absenteeism, and lateness. This study also provided a framework on types of misconduct to the enforcement agency.Â
Highlights
The prevalence of workplace deviant behavior in various organizations is capturing global attention, due to its high rate of occurrence and negative impact on the organizations
What are the types of deviant workplace behavior?
A number of descriptions were provided by the respondents based on officers who witnessed co-workers engaging in one or two types of deviant workplace behavior (DWB)
Summary
The prevalence of workplace deviant behavior in various organizations is capturing global attention, due to its high rate of occurrence and negative impact on the organizations. If employees of an organization are treated with injustice, they will retaliate in various ways such as feelings of anger, outrage, frustration and desire for revenge (Bies & Tripp, 1996; Greenberg, 1990; Robinson & Bennett, 1995). Deviance has been termed as the reaction towards frustrating organizational stressors in the financial, societal and working conditions of an organization (Lawrence & Robinson, 2007). The impact on social and financial sectors, example the Enron case (Levine, 2005), gave a detailed view on the delinquency of organizational norms, which spread from individuals to teams and became deleterious to organizational performance
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