Workplace Deviance Research Articles

The Effect of Knowledge Hiding on the Relationship Among Territoriality, Organization Embeddedness, Ethical Leadership, and Workplace Deviance

The Effect of Knowledge Hiding on the Relationship Among Territoriality, Organization Embeddedness, Ethical Leadership, and Workplace Deviance

“High empathic response but low interest”: Machiavellianism and its neurostructural basis relate to perceived risk of social exclusion and workplace deviance

The manipulative, exploitative, and indifferent behavior of individuals with high scores on the trait of Machiavellianism attracts research interest in their cognitive and affective emphathic skills; however, the findings are contradictory. We explored the neurostructural substrates of Machiavellianism using voxel-based morphometry analysis with a large sample of 202 full-time employees. Consistent with our expectation, the association of Machiavellianism and its neurostructural basis with the perceived risk of social exclusion were supported whereas that with workplace deviance were not fully supported; the results only showed a significant relationship between Machiavellianism and organizational deviance at the trait level. Our results together provide novel insights into Machiavellianism by highlighting the perspective of “High empathic response but low interest”; namely, individuals with high Machiavellianism possess affective empathic capacity, but they do not care about others.

Exploring the Organisational Drivers of Workplace Deviance: A Systematic Review of Recent Literature

Exploring the Organisational Drivers of Workplace Deviance: A Systematic Review of Recent Literature

The effect of toxic leadership on workplace deviance: the mediating effect of emotional exhaustion, and the moderating effect of organizational cynicism

BackgroundToxic leadership is abusive, destructive, and detrimental to nurses, can decrease nurse morale, increase stress levels, diminish organizational performance, and cause employee emotional exhaustion. Emotional exhaustion, a key component of burnout, has been linked to decreased job performance and increased likelihood of engaging in deviant behaviors at work. Organizational cynicism, as a negative attitude or distrust towards the organization and its leadership, may exacerbate the relationship between toxic leadership and workplace deviance. This study aims to explore how toxic leadership, workplace deviance, emotional exhaustion, and organizational cynicism are interrelated in the nursing profession.MethodA multicenter descriptive, cross-sectional research design was conducted at three university hospitals affiliated with three Egyptian governorates: Zagazig, El-Fayoum, and Alexandria. Two hundred forty-three nurses completed the Personal and Job-related Data Questionnaire, Toxic Leadership Scale, Emotional Exhaustion Scale, Workplace Deviance Scale, and Organizational Cynicism Scale. Mediation analysis using SPSS PROCESS revealed that emotional exhaustion indirectly influences the relationship between toxic leadership and workplace deviance, while hierarchical multiple regression showed that organizational cynicism moderates this relationship, with linear regression confirming the predictive impact of these variables on workplace deviance.ResultsToxic leadership exhibits a substantial positive influence on workplace deviance (B = 16.132, p < 0.001), as does emotional exhaustion (B = 8.760, p < 0.001) and organizational cynicism (B = 5.376, p = 0.036). Furthermore, the interaction terms of toxic leadership, organizational cynicism, and emotional exhaustion are significant (B = -3.012, p = 0.036). The negative coefficient of the interaction term implies a mitigating impact, indicating that the combined presence of high toxic leadership, high emotional exhaustion, and high organizational cynicism may counterintuitively reduce workplace deviance (t = -2.110).ConclusionThese results suggest that while toxic leadership, emotional exhaustion, and organizational cynicism each independently increase workplace deviance, their combined presence may unexpectedly reduce deviant behaviors.Implication for nursingThese results highlight the significance of tackling toxic leadership practices and cultivating a positive organizational culture to enhance a healthier work environment and reduce instances of workplace deviance. Healthcare settings should prioritize interventions to improve leadership practices, enhance employee well-being, and cultivate a supportive organizational climate.

Organisational justice and deviance in academia: Is there a moderating effect of personality?

Orientation: Social exchange theory (SET) posits that employees reciprocate injustice with workplace deviance. However, studies reveal this may not always be the case because of the differences in employees’ personality traits.Research purpose: To examine the moderating role of Honesty-Humility, Emotionality and Agreeableness (H-HEA) of the HEXACO personality domain on the relationship between organisational justice (OJ) and workplace deviance among employees of selected public universities in South-West Nigeria.Motivation for the study: It becomes imperative to study workplace deviance behaviour (WDB) because of its costs and prevalence in the organisation. Hence, this study integrates the situational and individual antecedents of workplace deviance, using the HEXACO personality domain to moderate the relationship between OJ and personality.Research approach/design and method: The study adopted a quantitative approach; a survey was conducted among 572 employees of three public universities in Nigeria. Data collected were analysed using partial least square structural equation modelling.Main findings: The findings revealed that WDB reduces with OJ and increases with injustice. Essentially, the moderating effect of E-HEXACO selected by the Structural Equation Modeling (SEM) is found to be insignificant.Practical/managerial implications: The study recommends that university management and government alike should ensure justice in the public universities as this helps to reduce WDB.Contribution/value-add: This study proposes that employees’ personality traits will determine whether they will reciprocate feelings of injustice with deviant behaviour. This study has contributed to the literature by examining the HEXACO personality traits, which are scarcely being examined in Nigerian literature.

Career Insecurity Scale Short Form (CI-S): Construction and Validation

To facilitate research on career insecurity, we develop and validate an eight-item short form of the 32-item original scale across three studies, namely the CI-S. In all studies, CI-S consistently showed high internal reliabilities and correlations with the full scale. Specifically, Study 1 finishes the preliminary item selection and makes an initial validation. Study 2 demonstrates that CI-S has a comparable criterion-related validity with the full scale. Study 3 examines a moderated mediation model of the relationship between career insecurity and workplace deviance and shows that using CI-S or the full scale does not change the results. Taken together, these studies demonstrate that CI-S is a psychometrically satisfying and practically useful measure of career insecurity that can be used with confidence in research and practice.

JMI Revisionist History of Workplace Deviance

In the mid-90s, we embarked on establishing the domain of Workplace Deviance. Though we were fortunate to meet our intended goals and have the impact we had hoped for, we have often thought about what we might have done differently. In this essay, we outline some of the things we wish we knew then that we know now. As we will describe, we perhaps should have chosen a different construct name, taken a theoretical rather than data driven approach to our typology, and developed a reflective rather than formative scale. We hope this essay based on our hindsight may be of value to future scholars seeking to establish new constructs in our field.

The Joint Effects of Honesty-Humility, Ethical Climate, and Ethical Leadership on Workplace Deviance

The Joint Effects of Honesty-Humility, Ethical Climate, and Ethical Leadership on Workplace Deviance

Nobody’s Perfect: How Recognition of Moral Fallibility Prevents and Promotes Workplace Deviance

Nobody’s Perfect: How Recognition of Moral Fallibility Prevents and Promotes Workplace Deviance

Moderasi Organizational Embeddedness Pada Pengaruh Organizational Trust Terhadap Workplace Deviance

This study aims to analyze and prove the effect of organizational trust on workplace deviance and prove the role of organizational embeddedness in moderating the effect of organizational trust on workplace deviance. This research uses Path Analysis. Organizational Trust has a significant negative effect on Workplace Deviance. In this context, the higher the level of Organizational Trust felt by employees, the lower the level of deviant behavior in the workplace. Although Organizational Trust has a significant effect on Workplace Deviance, the results of hypothesis testing show that Organizational Embeddedness does not moderate this relationship. Organizational Embeddedness, which includes fit, relationship, and sacrifice in the organization, does not affect the strength or direction of the relationship between Organizational Trust and Workplace Deviance. Thus, interventions aimed at increasing Organizational Trust may directly impact the reduction of Workplace Deviance without the need to consider employees' level of Organizational Embeddedness. Although Organizational Embeddedness does not moderate this relationship, this finding confirms that employees' trust in the work team, work environment, and management is a major factor that needs to be considered by leaders. Thus, efforts to increase trust should be prioritized in human resource management strategies to create a positive work environment.

Managing Destructive Workplace Deviance: A Case of Farmworkers in the South African Farming Context

Managing Destructive Workplace Deviance: A Case of Farmworkers in the South African Farming Context

Exploring the Relationships among Workplace Deviance, Employee Engagement and Research Quality in Higher Education Institutions: A Moderated-Mediation Study in Sokoto State, Nigeria

Exploring the Relationships among Workplace Deviance, Employee Engagement and Research Quality in Higher Education Institutions: A Moderated-Mediation Study in Sokoto State, Nigeria

Effect of Despotic Leadership Style on Employee Job Satisfaction at University Level A Mediating Role of Workplace Deviance Behaviour

Effect of Despotic Leadership Style on Employee Job Satisfaction at University Level A Mediating Role of Workplace Deviance Behaviour

A person-centered approach to behaving badly at work: An examination of workplace deviance patterns.

To investigate research questions surrounding workplace deviance, scholars have primarily applied variable-centered approaches, such as overall deviance measures or those that separate interpersonal deviance and organizational deviance. These approaches, however, ignore that individuals might employ more complex combinations of deviance behaviors that do not fit neatly within the existing variable frameworks. The present study explores whether person-centered deviance classes emerge in a comprehensive database of the prior studies. We then investigated whether these classes showed differences in antecedents and correlates in an independent sample of working adults from multiple industries. In Study 1, a multilevel latent class analysis of 20 independent samples and 6,218 individuals revealed five classes of workplace deviance, thus providing preliminary support for a person-centered approach. In Study 2, a time-lagged sample of 553 individuals showed the emergence of five classes that largely reflected the patterns found in Study 1. Study 2 points to meaningful differences between classes of deviance behaviors and antecedents, including abusive supervision, Openness, Conscientiousness, Agreeableness, Emotional Stability, and psychological entitlement; classes are also uniquely associated with correlates such as organizational citizenship behaviors, turnover intentions, job performance, and job satisfaction. Altogether, this work is an important first step toward understanding workplace deviance with a person-centered lens. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support

PurposeOver time, there has been a rise in deviant behavior among hotel employees. This scenario motivates researchers and practitioners to address the issue. The study aims to examine the influence of socio-psychological factors (abusive supervision, workplace ostracism, work-family conflict and emotional exhaustion) on workplace deviance (interpersonal and organizational deviation) in the hotel industry with the moderating effect of interpersonal justice and perceived organizational support.Design/methodology/approachWe gathered data from 416 employees in the hotel industry by employing a convenience sampling method and administered structured questionnaires. Subsequently, we conducted data analysis using structural equation modeling (SEM).FindingsResults showed that abusive supervision had a direct impact on work-family conflict, emotional exhaustion and interpersonal and organizational deviation; similarly, workplace ostracism had a positive impact on work-family conflict, interpersonal and organizational deviation, but it did not significantly impact emotional exhaustion. Finally, interpersonal justice had significant moderators between abusive supervision and interpersonal and organizational deviation.Originality/valueThis study contributes to the extent of research on the antecedents of interpersonal and organizational deviance and the mediating roles of work-family conflict and emotional exhaustion. Secondly, this research developed an integrated conceptual framework for categorizing the causes of interpersonal and organizational deviance by checking the mediation effect of work-family conflict (WFC) and emotional exhaustion (EE). Perceived organizational support (POS) and interpersonal justice (IPJ) as moderators, which is an addition to earlier works in this field of research.

Why does leadership non-contingent punishment lead to bystander workplace deviance behavior? – Dual path perspective of cognition and affection

Purpose Based on the cognition-affection personality system theory, this study constructs and tests a mediation model of leadership non-contingent punishment on bystander workplace deviance behavior through bystander affective rumination and bystander psychological contract violation, as well as a chain mediation effect of bystander affective rumination and bystander psychological contract violation, and explores the moderation role of bystander performance pressure in this model.Design/methodology/approach This study takes 454 employees and their colleagues from several Chinese enterprises as the research subjects and conducts a paired survey at three-time points using Mplus 7.4 to analyze the empirical data.Findings The research results are as follows: Bystander affective rumination and bystander psychological contract violation play a mediation role between leadership non-contingent punishment and bystander workplace deviance behavior, respectively. Bystander affective rumination and bystander psychological contract violation play a chain mediation role in the positive role of leadership non-contingent punishment on bystander workplace deviance behavior. Bystander performance pressure moderates the chain mediation path by enhancing the positive role of leadership non-contingent punishment on bystander affective rumination.Originality/value This study comprehensively explores the internal path of the impact of leadership non-contingent punishment on bystander workplace deviance behavior from the perspective of bystanders through dual paths of cognition and affection. It enriches the result variables of leadership non-contingent punishment, expands existing research on the mediation mechanism of leadership non-contingent punishment and deepens the understanding of the mechanism of leadership non-contingent punishment. At the same time, it has practical guidance significance to promote the suppression of leadership non-contingent punishment in organizations, reduce the occurrence of employee workplace deviance behavior, help employees better integrate into the organization and build a harmonious organizational environment.

Dark Side of the Career: Reflections from an Online Discussion Platform

Career counseling research has neglected how workplace experiences affect employees’ careers. Therefore, this study aimed to understand the employees’ feelings and thoughts regarding their working life. Accordingly, this study adopted a qualitative approach and investigated 1928 posts by using Thematic Analysis from an online discussion platform. The research data were the entries of the platform under the title of "working life" from 2000 to 2022. These entries were analyzed by using MAXQDA software. Results showed three clusters: The naïve cluster comprised expectations and skills from the beginning of working life. In naïve cluster, users expressed how different their expectations in working life from reality. The black box cluster included workplace deviance and poor working conditions. In this cluster, users especially expressed problems about interpersonal relationships in the working environment. Finally, the cost cluster comprised physical, emotional, behavioral, and spiritual outputs of working life. In these outputs, users revealed their burnout, insecurity, and unhappiness. The findings were discussed from the psychology of working theory perspective, and related literature.

Dark Tetrad at Work: Perceived Severity of Bullying, Harassment, and Workplace Deviance.

Although the Dark Tetrad has been linked to deviant behaviors, more research is needed about its expression in workplaces and continuity outside of work. The current study investigated the role of the antagonistic traits on perception of workplace harassment and bullying. Men were found to score higher on antagonistic traits and have a more lenient perception of harassment and bullying. Personality traits at work and outside were highly correlated. Regression analyses revealed that sadism predicted a more lenient perception of bullying, while a more lenient perception of harassment was predicted by sadism and industry type, and partially by psychopathy and gender. In summary, personality traits enduring across environments, but sadism was the most important predictor of a more lenient perception of harassment and bullying at work. The current study suggests a disparity between personality traits and expressed behaviors. Findings can be used to prevent workplace deviance and aid recruitment processes.

Investigating the relationship between nurses' workplace behaviour and perceived levels of ethical leadership in managers.

There is increasing research interest in the relationship between ethical leadership and deviant workplace behaviour. Ethical leadership encompasses altruism, courage, ethical orientation, integrity and fairness. Examples of deviant workplace behaviours include theft, fraud, sabotage, assault, abuse, manipulation and bullying. It appears that when leaders are fair and emphasise ethical conduct, followers are less inclined to engage in deviant workplace behaviour. To investigate the relationship between nurses' self-rated levels of deviant workplace behaviour and perceived levels of ethical leadership in managers. For this descriptive correlational study, 355 nurses from one university hospital in Egypt responded to an online questionnaire comprising the Ethical Leadership Scale and the Workplace Deviance Behavior Scale. Descriptive and inferential statistics were used to explore results and examine the relationships between study variables. There was a statistically significant negative relationship between respondents' self-rated levels of deviant workplace behaviour and their perceptions of levels of ethical leadership in managers. The results appeared to confirm previous research. Nurses who feel that they are treated fairly by their managers tend to have positive attitudes towards work, colleagues and management. Ethical leadership on the part of managers is a significant determinant of nurses' behaviour in the workplace and should therefore be fostered by healthcare organisations.

Moderation of Self-Regulatory Efficacy between Leader-Member Exchange and Procedural Justice on Workplace Deviance Behavior at Perum BULOG West Java Region

This study analyzes whether self-regulatory efficacy moderates the correlation between leader-member exchange and procedural justice on workplace deviance behavior. Based on resource allocation theory and cognitive social theory, this study examines the effects of self-regulatory efficacy of leader-member exchange and procedural justice on the deviant behavior of 155 employees at Perum BULOG, West Java Region. Researchers did not find a significant correlation between leader-member exchange and workplace deviance behavior. Similarly, the results show that procedural justice does not correlate with workplace deviance behavior. The researchers also did not find that self-regulatory efficacy could moderate the correlation between leader-member exchange and workplace deviance behavior. However, self-regulatory efficacy can moderate the correlation between procedural justice and workplace deviance behavior. Data collection in this study used a questionnaire distributed by google form. Data analysis in this study used Structural Equation Modeling (SEM) with the WarpPLS approach.