HR Systems and Interpersonal Workplace Deviance – A Dynamic Perspective

Abstract

Despite the assumption that changes in the work environment are likely to impact deviant behaviors, both the dynamic nature of workplace deviance and the role of HRM in explaining such behaviors have been widely neglected. Drawing on longitudinal data from public hospital services, this study examines the linkage between organizational-level changes in HR systems and interpersonal deviance over a five-year period. The results indicate that perceived changes in an organization’s HR system lead to corresponding increases or decreases in interpersonal deviance. This effect is moderated by initial HR system levels and diminishes over time. This study provides valuable insights into the importance of examining both levels and changes in HR systems for understanding when increases and decreases in HR systems are most impactful on deviant behaviors.