Abstract
This study illustrates when organizational dehumanization leads to infrequent (deviant) job behavior. So, this study aims to investigate the impact of organizational dehumanization on perceived incivility, knowledge hiding, and employee theft time. In addition, the moderating effect of psychological capital is examined among organizational dehumanization and perceived incivility, as well as the mediation of perceived incivility about organizational dehumanization and deviant (abnormal) job behavior (time theft and knowledge hiding). This study is based on the COR and SET theory. The information was gathered from manufacturing sector employees utilizing the time-lag method of intervals T1/T2/T3 correspondingly. The data demonstrate that organizational dissent is a problem. Additionally, the psychological capital of the workforce reduced the negative impacts of organizational dehumanization on perceived rudeness. This study offers insights into reducing organizational stressors to buffer employee deviant behaviors by considering behavioral results of organizational dehumanization or management. This study also provides directions for new manufacturing industry research
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
