Production Deviance Research Articles

Doing Bad to Feel Good: Working Objectification Promotes Production Deviance Via Thwarted Perceived Control

ABSTRACTWhat if employees engage in production deviance (e.g., take excessive breaks, intentionally work more slowly) not because they are lazy, but because they are trying to recover from working objectification? Through four studies (N = 1075), we test whether working objectification promotes production deviance via thwarted perceived control. The results showed that employees who experienced more working objectification reported lower levels of control and thus engaged in production deviance more frequently (Studies 1 to 4) and planned to spend more time on production deviance (Studies 3 and 4). Furthermore, restoring objectified employees’ perceived control can reduce the occurrence of production deviance (Study 4). Together, these studies provide insight into how working objectification promotes production deviance and how to mitigate this effect.

Start Task Crafting, Stay Away from Cyberloafing: The Moderating Role of Supervisor Developmental Feedback.

Cyberloafing as a production deviance behavior raises organizational concerns. Unfortunately, it is unknown how to minimize cyberloafing from a bottom-up perspective, particularly different types of cyberloafing. This study draws on the job crafting and dual-process theory to construct a framework for understanding the relationship between task crafting and passive-active cyberloafing, as well as their boundary condition (i.e., supervisor developmental feedback). We adopted a convenient sampling method, following a two-stage sampling with a time interval of 2 weeks. A sample of 614 full-time employed adults were recruited from the online survey. The results showed that: (1) Task crafting was negatively related to passive and active cyberloafing, respectively. (2) The impact of task crafting on passive cyberloafing rather than active cyberloafing was moderated by supervisor developmental feedback, such that task crafting had significant negative relations with passive cyberloafing when supervisor developmental feedback was higher (vs. lower). Overall, our research findings indicate that passive cyberloafing seems more sensitive to the organizational environment than active cyberloafing, thus different types of cyberloafing have different intervention strategies.

Proactive employees perceive coworker ostracism: The moderating effect of team envy and the behavioral outcome of production deviance.

As the workplace becomes more team based, interpersonal relationships at work are a central topic that affects both employees and the organization. Despite ample evidence showing the detrimental effects of workplace ostracism on employees' health and productivity, why someone is ostracized by others at work warrants more research. Based on social comparison theory, we predict that task proactivity could be perceived negatively and can elicit ostracism from team members; this effect is dependent upon the boundary condition of team envy. Furthermore, perceived coworker ostracism explains why task proactivity may turn into production deviance. We tested these predictions based on data from 630 employees in 131 teams collected in various industries in China. The results showed that individual-level task proactivity positively predicted coworker ostracism perceived by the proactive employee, and this relationship was moderated by team envy. Task proactivity was indirectly and positively related to production deviance via perceived coworker ostracism, especially in teams with high levels of team envy. Based on these results, we suggest that proactive employees need to be aware of possible unexpected interpersonal consequences in the workplace, given that proactive work behaviors may elicit unwanted and unintended treatment from team members. Managers should monitor team contextual factors, which may affect the extent to which good soldiers turn into bad apples. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Counterproductive Work Behavior and Job Satisfaction

In today's highly competitive environment, organizations need to identify and understand the factors that influence employees and their work outcomes, which in turn have consequences for the organization. The present research focused on analyzing the relationships between counterproductive work behaviors (abuse, production deviance, sabotage, theft, withdrawal) and levels of job satisfaction (intrinsic and extrinsic satisfaction) in a sample of 79 participants. Results indicate a significantly negative relationship between extrinsic satisfaction and counterproductive behaviors in total. A significant negative correlation was also observed between job satisfaction and theft behavior. Extrinsic satisfaction also showed a significantly negative correlation with theft and abuse behavior. Contrary to initial hypotheses, the research refuted the significantly negative relationship between job satisfaction and counterproductive behaviors in total, as well as between intrinsic satisfaction and these behaviors. These results suggest that, in this sample, job satisfactionand counterproductive behaviors did not show a direct correlation as originally expected. This research provides an important insight into the complexity of workplace relationships and highlights the needfor further research to understand more deeply the influences of psychological variables on workplace behavior.

Direct and indirect effects of workplace sexual harassment on the productivity of victims and witnesses: The preventive role of equitable management

This research demonstrates the impact of equitable management as a protective factor against workplace sexual harassment (WSH) and its consequences on labor productivity. It also shows that there are invisible costs for colleagues who witness WSH, through counterproductive behaviors, such as sabotage or production deviance, with an indirect decrease in labor productivity. We used a structured questionnaire that was answered by 827 women from 37 small, medium, and large private companies in the Lima Metropolitan Area, Peru. We designed a conceptual model and tested it using structural covariance equations. The results indicate that 33.5 % of women have been sexually harassed over the last 12 months, an average of 6.6 times, while 18.9 % of women have supported co-workers who were victims of WSH. Being sexually harassed at work decreases labor productivity by 43.1 % and increases the intention to desert the company by 15.2 %. Witnessing WSH increases the intention to drop out by 11.3 % and increases counterproductive behaviors by 39.6 %. We found that equitable management is a preventative factor for WSH. Equitable management not only decreases the probability of the occurrence of WSH by 2.2 times but also—if it exists—reduces its pernicious impact on productivity through various indirect effects. Equitable management can reduce the labor productivity costs caused by WSH by 4.6 times.

Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader‐member social exchange

SummaryChanging workplace dynamics have led employers to increasingly adopt electronic monitoring technologies so supervisors can observe and ensure employee compliance and productivity—outcomes the monitoring literature has long supported. Yet, employee productivity depends on strong leader–member social exchange, and the relational consequences of electronic monitoring for supervisor and employee are not well understood. To help resolve this tension within the monitoring literature and add understanding in regard to the effects of electronic monitoring on employee productivity, we use social exchange theory to examine the implications of electronic monitoring for the supervisor–employee exchange relationship. We theorize that electronic monitoring facilitates (rather than inhibits) production deviance and inhibits (rather than facilitates) task performance by undermining the exchange of social benefits and, consequently, eroding leader–member social exchange. Yet, we also hypothesize that supervisors who give performance monitoring data back to employees in a developmental way (i.e., developmental feedback) compensate for the loss of certain social benefits, and, thereby, buffer the negative relational consequences of electronic monitoring. Across an experimental online study and a field study, we find converging support for our predictions and rule out alternative explanations. This research provides timely insights into how to effectively use electronic monitoring without promoting unintended consequences.

Family‐supportive supervisor behaviours: The role of relational resources in work and home domains

AbstractThis study explores the nomological network of family‐supportive supervisor behaviours (FSSBs) at the weekly level. Drawing on the tenets of the work–home resources (W‐HR) model and the conservation of resources theory, we integrate relational resources in the model and investigate their role as triggers of FSSBs. Furthermore, we explore how FSSBs relate to both within domain (production deviance and employee creativity) and between domain (sleep quality and dyadic adjustment) employee outcomes, with a focus on exhaustion as a mediator. Our findings show that (1) spousal support experienced by the supervisor is positively related to the employee's perception of FSSBs as enacted by the supervisor, (2) employees' perceptions of FSSBs are negatively related to employees' production deviance and (3) exhaustion is a mediator between FSSBs and employee outcomes of creativity, sleep quality and dyadic adjustment. Our findings across two multisource and diary studies underline the importance of designing and implementing FSSBs in a dynamic fashion.

Personality traits and counterproductive work behaviors: the moderating role of demographic characteristics

The main objective of the current contribution is to determine how the personality traits (Extraversion, Neuroticism, Conscientiousness, Agreeableness and Openness to experience) influence counterproductive work behaviors (CWB), and whether/to what extent this potential impact is moderated by employees’ main demographic characteristics. To reach the pointed aim a survey among 1,380 professionally active people in Poland was conducted. Structural Equation Modeling (SEM) methodology was applied to analyze the obtained empirical data. The proposed theoretical models were intended to determine how particular types of personality affect organizational and interpersonal CWB and how those types of personality affect CWB (Production deviance, Abuse against others, Theft, Sabotage, Withdrawal) with potential moderating effects of demographic features. We confirmed that personality traits have an inverse relationship with counterproductive behavior. The strongest predicators of interpersonal and organizational CWB were: Conscientiousness (the correlation in both cases is negative), Agreeableness (only in the case of CWB-I – negative correlation), Neuroticism (CWB-O – negative correlation) and Extraversion (CWB-I – positive influence; CWB-O - negative influence). With regard to the subjective CWB categories, Agreeableness reduced Abuse against others the most, Openness to experience increased Withdrawal, and Extraversion – Abuse against others, while Neuroticism and Conscientiousness reduced Withdrawal the most. The pointed relationships were significantly moderated by the analyzed demographic variables, with most significant moderating effects recorded in the case of women, the elderly and people with longer work experience, as well as in office / clerical positions (compared to those holding managerial positions).

상호작용 공정성이 일탈행동에 미치는 영향

This study aims to examine the effects of organizational factor(interactional justice) that alleviate deviant behavior, and investigate the mediating effects of personal factors (psychological ownership and work engagement) in the relationship between interactional justice and deviant behavior. A survey was conducted of members with a working tenure of 6 months or longer in general business organization, and 292 responses were analyzed. Prior to hypothesis testing, descriptive statistics, correlation, and reliability were verified through SPSS 21.0, and the fitness of the research model was confirmed with AMOS 21.0. Lastly, to verify the hypothesis, analysis was performed through structural equation modeling and bootstrapping. The results of the study were as follows. First, it was confirmed that interactional justice had a positive effect on psychological ownership. Second, psychological ownership had a positive effect on work engagement. Third, work engagement was not significantly related to counterfeit, withdrawal, verbally hostile behavior, but had a negative effect on production deviance. Finally, psychological ownership and work engagement partially mediated the relationship between interactional justice and deviant behavior.
 Specifically, psychological ownership and work engagement only mediated the relationship between interactional justice and production deviance. Based on the results, the practical implications such as organizational support and HRD program were offered.

The Effect of Toxic Leadership on Counter-Productive Work Behaviors and Intention to Leave: An Empirical Study

The current research determined the effect of toxic leadership on counter-productive work behaviors and the intention to leave work among a randomly selected sample of 357 employees of the Egyptian Pharmaceutical Trading Company using correlation analysis and regression analyses. There was a direct and significant effect of toxic leadership on each of the 5 dimensions of counter-productive work behaviors (abuse, production deviance, sabotage, theft, withdrawal), and the intention to leave work. Based on these results, employers should select leaders based on criteria that incorporate the psychological and humanitarian aspects of dealing with subordinates, furnish leaders with the relevant training and continuously track leaders’ behavior to ensure that stay clear of any toxic practices.

Trouble with Big Brother: Counterproductive Consequences of Monitoring through Erosion of LMX

Changing workplace dynamics have led employers to increasingly adopt electronic monitoring technologies so supervisors can observe and ensure employee productivity—an outcome the monitoring literature has long supported. Yet, employee engagement and success depend on strong leader-member exchange (LMX), and the relational consequences of electronic monitoring for supervisor and employee are surprisingly unknown. To help resolve tension within the monitoring literature and add understanding regarding the effects of electronic performance monitoring on employee productivity, we use social exchange theory to examine the implications of electronic monitoring for the supervisor-employee relationship. We theorize that employee electronic monitoring facilitates (rather than inhibits) production deviance and inhibits (rather than facilitates) task performance by eroding the leader-member exchange relationship between supervisor and employee. Acknowledging the potential for electronic monitoring data to be useful to employees, we further argue that supervisors can buffer the negative relational consequences of electronic monitoring by using monitoring data for developmental purposes (i.e., developmental feedback). Across an experimental online study and a field study, we find converging support for our predictions and rule out alternative explanations. This research provides timely insights into how to effectively use electronic performance monitoring without promoting unintended consequences.

Central European version of Counterproductive Work Behavior Checklist (CWB-C PL)

The purpose of the article is to validate the 45-item scale called Counterproductive Work Behavior Checklist (CWB-C) proposed by Spector et al. (2006) and adapt it to Central European cultural conditions. The research objectives are met using a set of measuring methods, namely focus group interviews, observations and a survey among 1,351 professionally active people in Poland. Data factor analysis is applied to examine the survey. The proposed modified and validated scale to measure CWBs is adapted to Central European cultural conditions. It has 35 items; 30 items are taken from the original CWB-C scale. The elements on the scale can be divided according to the target of such behavior, i.e., directed at the organization or other people. The items can be also divided into subjective categories, namely abuse against others, sabotage, theft and withdrawal. In the case of the second categorization, the original category 'production deviance' proposed by Spector et al. (2006) is eliminated. The proposed scale is characterized by good measures of fit for the 4-factor model.

Devianct Behavior of Employees and Job Performance - Evidence From Selected Agricultural Research Institutes in Nigeria

This study determined the effects of workplace deviance on employees' job performance in selected Research Institutes in Oyo State, Nigeria. A multistage random sampling technique was used to sample two hundred and fifty five (255) respondents. Data were collected through a structured questionnaire and were analyzed using descriptive and inferential statistical tools. Results revealed that mean age of respondents was 36.9 years and that majority (53.7%) of the respondents were male. The hierarchical regression analyses results indicated that overall job performance was significantly related to political deviance (b1 = -2.015, p < 0.05), personal deviance (b1 = -2.531, p < 0.05) and production deviance (b1 = 1.734, p < 0.05) This study concluded that despite various forms of workplace deviance identified in the study area, employees still perform better in their respective job assigned to them but not up to the maximum level expected. Finally, the study recommended that measure should be put in place to tame this act in other to achieve organizational goals. It was however recommended that conducive work environment be put in place to reduce work deviant behaviors. So also, training and workshops for the employees, both local and international level that can enhance their performance should also be put in place to reduce work place deviance.

When does job burnout not hurt employee behaviours?

PurposeThe purpose of this study was to describe and explain the relationship between job burnout (JB), organisational citizenship behaviours (OCBs) and counterproductive workplace behaviours (CWBs). The job demands-resources theory was applied to test the moderating role of perceived organisational support (POS) in the relationship shared by JB, OCBs and CWBs.Design/methodology/approachThe study was conducted anonymously on a group of 253 telephone customer support services employees from companies operating in Poland. Moderation analyses for statistical verification were conducted with macro PROCESS version 3.3.FindingsThe research confirmed a significant statistical relationship between JB and all the studied variables: POS, OCBs and CWBs. It may be concluded that JB increases the probability of CWBs and decreases employee readiness for OCBs. When employees experienced POS, a reduction in tendency for counterproductive behaviours was observed, while citizenship behaviours remained unchanged. Thus, it might be concluded that POS levels off the intensity of the influence of JB on employees’ organisational behaviours.Practical implicationsIndividuals who lack enough social resources to perform their job tasks limit their citizenship activity in the workplace within their behavioural strategy (helping, initiative, etc.). In order to protect their resources, they may also display strategies that are destructive for their organisational environment, e.g. incivility or production deviance. In the situations when the organisation and superiors provide employees with support and demonstrate concern for providing comfortable working conditions, such persons, even in the case of perceived emotional exhaustion, maintain a high level of job activity.Originality/valueThe combination of variables presented in the research model explains the significance of the chosen determinants of behaviours that are key from the perspective of the organisation’s effectiveness and market competitiveness. This research extends knowledge pertaining to the relationship between JB and organisational behaviours.

How do Employees Respond to Workplace Injustice? New Insights from Ranked Ordinal Employee Preferences

Research suggests that employees who perceive distributive and interpersonal injustice at the workplace seek to restore equity and/or retaliate. While the literature in organizational psychology has focused on workplace deviance as a function of psychological traits and the individual management-employee relationship, the industrial relations and critical management literatures have focused on coordinated, mobilized worker actions. This article suggests that these two literatures need to be better integrated and that individual worker actions should not be considered in isolation; rather the full range of actions available to the employee should be taken into consideration. This, we argue, would allow for a more integrated understanding of the cognitive processes at work when the affected employee is faced with injustice at work. Using a unique sample of nearly 800 working Americans, this article examines responses to injustice in terms of preference rankings, using insights derived from a more fulsome reading of the decision sciences literature. We find that in response to high perceptions of distributive injustice, employees are most likely to “voice their grievances” directly to management. When this occurs in an employee-oriented workplace culture, managers can reduce the likelihood of covert responses such as production deviance. While voice is the dominant form of response, “exit” is the most likely outcome when employees face interpersonal injustice. Our findings add to the literature on deviance by showing that deviance is not the first preference of employees. Employees are less likely to choose deviance when faced with other attainable choices.

WORK FAMILY CONFLICT CIRCLES AND THEIR IMPACT ON WORKPLACE DEVIANCE FOR WORKING COUPLES

Gender equality and the necessities of life in this era require many couples working both husband and wife. This has an impact on work family conflicts resulting from an imbalance between work and family responsibilities. This research aims to review various references related to work family conflict perceived by the working couples and their effect on production deviance. The results of the review indicate the existence of work family conflict circles that occur in workers ie work family conflict incumbent influenced by work family conflict partner and work family conflict incumbent and partner influenced by work family conflict leader. and than work family conflict have impact on production deviance moderated by age and gender.

Effect of hotel employees’ workplace friendship on workplace deviance behaviour: Moderating role of organisational identification

• Workplace friendship (WF) negatively affects the workplace deviance behaviour (WDB) of hotel employees. • Organisational identity (OI) moderates the relationship between WF and WDB of the hotel employees. • WF includes friendship opportunities and friendship prevalence. • WDB includes production deviance, political deviance, property deviance, and personal aggression. This study aims to explore the effect of friendships at workplaces (including friendship opportunities and friendship prevalence) on the workplace deviance behaviour (including production deviance, political deviance, property deviance, and personal aggression). This study included an examination of organisational identification for moderating relationships. The surveyees were employees and supervisors in five-star hotels in Taiwan who were willing to cooperate with the survey; each supervisor managed ten employees. A purposive sampling method, a non-probability sampling method, was employed. A total of 600 employee questionnaires were distributed, and the number of valid questionnaires was 357. The results reveal the following: (1) the friendship opportunities and friendship prevalence of hotel employees negatively influenced production deviance and (2) friendship prevalence of hotel employees negatively influenced political deviance, property deviance, and personal aggression. Moreover, organisational identification moderates the relationship between hotel employees’ workplace friendship and deviance behaviour. Management implications and follow-up suggestions are proposed based on the study results.

Safety Stressors: Deviant Reactions to Work-Safety Tension

Workplace safety is an important concern for employers. Research shows that work-safety tension relates directly and indirectly to accidents and injuries. However, the degree to which work-safety tension is associated with behavioral outcomes beyond the safety domain has received less attention. To address this gap, we draw on conservation of resources theory to examine work-safety tension as an indirect predictor of deviant behavior towards others (i.e., instigated incivility) and the organization (i.e., production deviance). Job stress was studied as a mechanism by which work-safety tension may indirectly and positively relate to both forms of deviance. Results show that work-safety tension is indirectly associated with greater instigated incivility, but not with production deviance. Study implications, limitations, and directions for future research on the interface between workplace safety and workplace deviance are discussed.

Deviance due to fear of victimization: “emotional intelligence” a game-changer

PurposeWith a foundation in the conservation of resource theory, this paper aims to examine the validity of a conceptual model that explains the mechanism connecting perceived threat of terrorism to production deviance. The link between perceived threat of terrorism and production deviance was examined via emotional exhaustion. Notably, the study evaluated whether the relationship between perceived threat of terrorism and production deviance is mediated by emotional exhaustion and moderated by levels of emotional intelligence.Design/methodology/approachThe study is cross-sectional in nature and data were collected from 432 pharmaceutical sales representatives who operate outdoors in the high-risk region. Two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors used model 8 in PROCESS.FindingsResults were consistent with prediction made from the conceptual model in that emotional exhaustion partially mediated the relationship between perceived threat of terrorism and production deviance. This was particularly the case when emotional intelligence was low, but not when high. Likewise, perceived threat of terrorism exerted a direct effect on production deviance when emotional intelligence was low, but not when high.Originality/valueThe study is the first to examine the relationship between perceived threat of terrorism and production deviance. Moreover, no study to date has examined the mediating role of emotional exhaustion between perceived threat of terrorism and production deviance. Finally, up till now, it is unknown that emotional intelligence moderates the relationship of perceived threat of terrorism with emotional exhaustion and production deviance.

أثر التعرض للسلوک العدائي يف مکان العمل على السلوکيات املناوئة للعمل املوجهة للمنظمة )بالتطبيق على هيئة التمريض بمستشفيات جامعة المنصورة(

امللخص تستهدف هذه الدراسة اختبار تأثير التعرض للسلوک العدائي في مکان العمل على السلوکيات المناوئة للعمل الموجهة للمنظمة لدى هيئة التمرض بمستشفيات جامعة المنصورة، وتم جمع بيانات من 358 . وتوصلت الدراسة إلى وجود ارتباط معنوي بين کل من التعرض للعدوان مفردة وتحليلها إحصائيا النفسي والجسدي في مکان العمل والسلوکيات المناوئة للعمل الموجهة للمنظمة )انحراف اإلنتاج، التخريب، السرقة، االنسحاب(، کما يوجد تأثير معنوي للتعرض للعدوان النفسي في مکان العمل على کل من انحراف اإلنتاج، السرقة، االنسحاب. بينما اليوجد تأثير معنوي للتعرض للعدوان النفسي في مکان العمل على التخريب. کما يوجد تأثير معنوي للتعرض للعدوان الجسدي في مکان العمل على کل من انحراف اإلنتاج، السرقة، التخريب. بينما ال يوجد تأثير معنوي للتعرض للعدوان الجسدي في مکان العمل على االنسحاب. t This study aimed to examine the effect of Workplace aggression exposure on Counterproductive Work Behaviors Directed to the organization, applied to nurses in hospitals of Mansoura University. We collect data From 358 nurse. And the Findings revealed that there is a positive relationship between psychological aggression and Physical aggression exposure and Counterproductive Work Behaviors Directed to the organization. There is also a significant effect of psychological aggression exposure in the workplace on production deviance, theft, and withdrawal. While there was no significant effect of exposure to psychological aggression in the workplace on Sabotage. There is also a significant effect of exposure to physical aggression in the workplace on production devianc, theft, and Sabotage. While there was no significant effect of exposure to physical aggression in the workplace on withdrawal.