Deviant Workplace Behavior Research Articles

Staying Quiet or Speaking Out: Does Peer Reporting Depend on the Type of Counterproductive Work Behavior Witnessed?

Abstract. Peer reporting, which occurs when employees report the occurrence of coworkers’ counterproductive work behavior (CWB) to organizational authorities, may help management detect CWBs that would otherwise be overlooked. We examined whether peer reporting depends on two CWB characteristics identified by Robinson and Bennett [(1995) A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555–572]: (a) the target of the CWB and (b) the severity of the CWB. Specifically, we hypothesized that witnesses are more likely to report CWBs targeting individuals than CWBs targeting the organization and that they are more likely to report serious CWBs than minor CWBs. Using a diversely employed sample ( N participants = 139; N observations = 3451), we found support for the hypothesized effects of CWB severity, but not for the hypothesized effects of CWB target.

Role of Diversity-Focused HR Practices in Mitigating Deviant Workplace Behavior: A Review

Role of Diversity-Focused HR Practices in Mitigating Deviant Workplace Behavior: A Review

Workplace spirituality and job satisfaction toward job performance: The mediation role of workplace deviant behavior and workplace passion

Workplace spirituality and job satisfaction toward job performance: The mediation role of workplace deviant behavior and workplace passion

The Relationship between Work Stress and Workplace Deviant Behaviours in the Nigerian Banking Industry

The Relationship between Work Stress and Workplace Deviant Behaviours in the Nigerian Banking Industry

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.

Human Capital Management and Work Behavior: Evidence from Nepali Life Insurance Companies

Background: Human resource is dynamic and complex ever because of changes in local, regional and global dimensions. Managing people for optimal use of their competencies for organizational purpose has no options. Employee motivation and employee turnover is being the central issue in the modern organizations, corporate movement of competent people is being the regular corporate news in business arena. Human capital management (HCM) helps them to be satisfied and being positive to their work and the organization. It helps organization to cope with turnover challenge and deviant workplace behavior. Employee motivation, satisfaction, job burnout, turnover are being common challenges to the management. To cope with such challenges, organizations should have strategic focus on human capital management.
 Objectives: This study aims to explore the situation of human capital management in Nepali insurance companies and the employee’s satisfaction from human capital management. The study also aims to examine the association between satisfaction from HCM and workplace behavior. To examine the gender influence on workplace behavior of the employees created by HCM.
 Methods: This study was conducted with correlational research design. Primary data for each variable was collected from 402 employees of different seven life insurance companies having at least five years of business experience. To observe the current HCM practices, 3-Point statements were asked. Structured questionnaire with 5-Point Likert Scale was used to collect responses on satisfaction from HCM and the satisfaction towards positive workplace behavior. Descriptive statistics, Pearson correlation, and independent sample t-tests were used to examine the objectives.
 Result: Results of the study revealed that Nepali insurance companies have maintained human capital management causing employee satisfaction. Employees have reported that they have positive workplace behavior. Female employees have more positive workplace behavior of employees. Employee’s satisfaction from HCM is obtained having positive relationship with workplace behavior.
 Conclusion: Nepali insurance companies have satisfactory HCM effective to motivate their employees. Employee’s satisfaction leads for positive workplace behavior. There is no gender difference in satisfaction on HCM while female have more positive workplace behavior in comparison to their male counterparts.
 Implications: To cope with intense competition among the competitors in Nepali insurance industry, this study provides strong evidence to focus on HCM and positive workplace behavior.

Workplace Deviance: A Conceptual Framework

Workplace Deviance defined as a planned, purposeful, and hateful attempt to disrupt an organization by causing problems in the workplace. Workplace Deviance splits into two parts i, e Interpersonal Deviance (ID), and Organizational Deviance (OD), respectively. ID is that which attempts to harm relationships through activities like lying, gossiping, and apportioning blame, and OD relates to lateness or theft of equipment. The present aim of the study is to observe vast literature existing online databases globally in the workplace deviance by systematically analyzing the empirical studies of the last 30 years. In India, minimal research has done in the area of deviant behavior. The purpose of the present study has tried to is a significant amount for organizations. Vast research is going on in the American continent to find out workplace deviance antecedent and try to minimize the effect at an organizational level. The method used in the present paper is constructed on secondary sources, and with the help of the VOS software online database of a web of science, a systematic review of workplace deviance has done and framed a conceptual model for further empirical research. After a comprehensive study researcher identified various antecedents of workplace deviance, such as job satisfaction, organizational justice, job design, and abusive supervision, are the main variables often used by researchers? Previous research has done on destructive deviance instead of constructive deviance. In recent trends, counterproductive behavior and psychological factor needed to study This study shows that organizations should discourage deviant workplace behavior by providing ethical organizational climate and practicing conducting proper counseling, refresher program for employees; also, an organization should form a personality assessment program at regular intervals to avoid individuals with negativity personality characteristics. In this context, relatively few studies have presented a thorough review of the literature. The current study frames a robust conceptual framework for the investigators and researchers by examining the vast essay on workplace deviance in Indian organizations.

Perceived overqualification and its positive impact on organization employee's behavior

Preceding researchers have tended to focus on the negative aspect of the perceived overqualification and its inadequacy in the organization. We offer an alternative perspective and postulate that perceived overqualification could influence employees’ behavior through an interactive mechanism. We propose that relational skill abilities, in the form of job autonomy of overqualified employees, determine their tendency to experience interpersonal influences, and, thus engage in helping behavior with devastating work deviance behavior. Data were collected from 20 multinational companies in China through a survey of 500 participants. Structural equation modeling was used for the analysis of data. The results indicate that perceived overqualification has a strong indirect impact via interpersonal influence on the helping behavior and workplace deviance behavior, and increase the helping behavior and decrease the workplace deviance behavior at the working environment. Further, outcomes concluded that job autonomy and prosocial motivation have a significant moderating role and increase the employers helping behavior and deteriorations their Workplace deviance behavior.

Getting even

PurposeUnlike most empirical investigations that have tested the relationship between abusive supervision and subordinate’s workplace deviance in a large and formal organizational setup, this study investigates the effect of abusive behavior of owner-manager of small entrepreneurial establishments on subordinate’s workplace deviance. The purpose of this paper is twofold: first, it explores the moderating effect of intention to quit on the relationship between abusive supervision and organizational as well as interpersonal deviance; and second, it investigates whether the moderating effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (others directed).Design/methodology/approachThe participants of this study were 240 restaurant and hotel employees working in three small entrepreneurial organizations in the eastern state of India. The authors have collected data on the predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants completed measures of the perception of their owner-manager’s abusiveness and their intention to quit. At Time 2, participants responded to organizational deviance and interpersonal deviance.FindingsThe findings of the study is in line with previous research studies (Tepper et al., 2007; Thau et al., 2009) that reported intention to quit will moderate the positive relationship between abusive supervision and organizational deviance and interpersonal deviance such that the relationship will be stronger when intention to quit is high rather than low. The finding of the study also corroborates the prediction that the interactive effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (aimed at other members of the organization) when intention to quit is higher.Originality/valueThis study is among the very few empirical research studies that have investigated the effect of abusiveness of owner-manager on subordinate’s workplace deviance in small organizations. Another unique aspect of the study is that it is one of few to propose and test, how (whether organizational deviance or/and interpersonal deviance) and to what extent (more organizational or supervisor directed than interpersonal or others directed deviance) subordinates of abusive supervisor retaliate by engaging in workplace deviant behaviors.

Role of Work Motivation as Moderator between Breach of Psychological Contract and Workplace Deviant Behavior among Employees

The present study examined the effect of psychological contract breach on workplace deviant behavior with the help of social exchange theory. Furthermore, the current study also investigated the buffering effect of work motivation between the relationship of psychological contract breach and workplace deviant behavior. The current study was quantitative and cross-sectional survey was designed to collect data. Data was gathered using structured questionnaire. Stratified sampling method used to select sample and final sample comprised of 306 employees working in banks of Gujrat, Pakistan. Proposed model was analyzed by using reliability, correlation and hierarchal regressions with the help of IBM SPSS (20.0). Findings revealed a positive association between psychological contract breach and workplace deviant behavior. Moreover, results showed that work motivation significantly moderated the relationship of psychological contract breach and workplace deviant behavior.

Deviant Workplace Behavior as Emotional Action: Discriminant and Interactive Roles for Work-Related Emotional Intelligence

ABSTRACTEmployees are thought to engage in deviant workplace behaviors (e.g., sabotage, theft) when they are stressed, frustrated, or angry. Given the emotional nature of these actions, individual differences in work-related emotional intelligence (W-EI) should, potentially, be consequential. Three studies (ns = 91, 198, & 147) examined this possibility by assessing variations in emotion perception and management skills with an ability measure specifically designed for the workplace context. Employees who received higher W-EI scores were less prone to both interpersonal deviance and organizational deviance and these relationships displayed discriminant validity as well as meaningful interactive effects with organizational stressors. The investigation extends our understanding of workplace deviance in a way that highlights an important role for work-related variations in emotional intelligence.

Workplace spirituality as a mediator between ethical climate and workplace deviant behavior

This study investigates workplace spirituality as a mediator between organizational justice/ethical climate and workplace deviant behavior/organizational citizenship behavior. Data was collected from 641 Indian employees employed at economy to luxury hotels. Workplace spirituality mediated organizational justice-organizational citizenship behavior link and ethical climate-workplace deviant behavior link. The implications can help hospitality professionals in creating an ethical work environment that embraces justice and spirituality for the well-being of employees, the organization, and the community at large. Hospitality managers can cultivate workplace spirituality by adopting a humanistic work environment. Hotel employers can give their employees the freedom to bring their physical, emotional, intellectual, and spiritual attributes to the workplace so that employees can realize the meaning and purpose of their work and their full potential as a person. The results can also aid hospitality professionals in formulating new policies by embracing spiritually sensitive services. The limitations and directions for future research are outlined.

The emergence of deviant behaviors in the physical work environment

PurposeThe purpose of this paper is twofold: first, the relationship between crowding perceptions (i.e. employees’ perceptions of insufficient personal space due to offices’ physical constraints) and deviant workplace behaviors (DWBs) directed at both the organization as a whole (DWB-O) and individuals (DWB-I); and second, privacy invasion from supervisors and peers as a mediator.Design/methodology/approachData were collected from 299 respondents working in open-plan offices at four medium-to-large sized IT-based companies. Drawing on conservation of resources theory, the paper suggests that under crowding conditions employees can perceive the physical workspace as a space-related resource that is threatened leading them to engage in DWBs out of a conservation strategy.FindingsStructural equation modeling results significantly supported main effects of employees’ crowding perceptions on the two types of DWBs, with privacy invasion from supervisors and peers as full mediator.Research limitations/implicationsThe study could suffer from mono-method/source bias, and specificities of the studied IT-based companies and their work can raise concerns about the generalizability of the results.Practical implicationsThe findings indicate that a proper physical office arrangement can be a useful tool for managers in combating employee DWB.Originality/valueTo date, the origin of workplace deviance has mainly been investigated in terms of the psychosocial work environment; however, the physical labor conditions (i.e. the layout of buildings, furniture, workspace, air conditioning, workplace density, etc.) have received little systematic attention.

The Moderating Role of Leadership Style on the Relationship Between Job Stress, Emotional Intelligence and Deviant Workplace Behavior

Leadership style, work stress, and emotional intelligence are important variables that influence employee behavior including deviant workplace behavior that can affect organizational performance. This study investigates the effect of work stress, and emotional intelligence on deviant behavior in the workplace, and the moderating role of leadership style in the two relationships. Using multiple regression analysis and moderation regression analysis, this study involved 124 employees from KPP Pratama Magelang, Temanggung, and Klaten who served as Account Representatives. The results show that work stress has a significant positive effect on deviant behavior in the workplace, and emotional intelligence has a significant negative effect on deviant behavior in the workplace. Meanwhile the leadership style moderates the relationship between work stress and deviant behavior in the workplace, and moderates the relationship between emotional intelligence and deviant behavior in the workplace. The contribution of this study is to the managerial policy scenario and the development of employee competency standards. The paper concludes with a discussion of the results and implications for academics and managers.

The influence of spiritual leadership and its impacts on the reduction of workplace deviant behavior

Purpose The purpose of this paper is to examine the influence of spiritual leadership toward spirituality, job satisfaction and reduction of deviant behavior. Design/methodology/approach A structural model based on WarpPLS (Solimun et al., 2017) is used for data analysis, with the first-order factor analysis based on variables with reflective indicators. Findings The research findings show that the sustainability of workplace spirituality can stimulate employees’ job satisfaction. Accordingly, the direct influence of workplace spirituality on workplace deviant behavior (WDB) is quite major (0.296); this indicates the importance of workplace spirituality for employees in working so it can reduce the WDB. An interesting part about this study is the indirect influence of workplace spirituality on workplace deviant behavior through job satisfaction, which also has a major value (0.208), almost equal to direct influence. This circumstance depicts how workplace spirituality influences workplace deviant behavior, as well as the importance of the improvement of employees’ job satisfaction. Originality/value The originality of this study is primarily placed on the causal relationship between the variables of spiritual leadership and WDB, other than the direct influence; there is also an indirect influence that has a big value, which is the path of spiritual leadership toward workplace deviant behavior through workplace spirituality (−0.248). In other words, workplace deviant behavior is not only influenced directly by spiritual leadership but also by workplace spirituality.

Identifikasi Kesesuaian Karakteristik Generasi Y dan Budaya Organisasi terhadap Deviant Workplace Behavior Pada PT. ABC

Generation is a groups consisting of individuals have in common over age range and experience in the same period. Currently there are four generations of working age population in the organization determined based on year of birth, namely boomer generation (1946-1964), X generation (1965-1977), and Y generation (1977-1994). In Indonesia, knowing Y generation is a challenge because the research of this generation is very limited or perhaps even very rarely be contracted with this generation, especially to reviewing the characteristic or perception of this generation. One of the MRO companies in Indonesia has about 4,400 employees and 65% of its employees are Y generation. This MRO company has the vision to be the top 10 MRO companies in the world. Organizational culture is one of the strategies considered by the company. Organizational culture become an important element in desigining norms, attitude and social values that must be considered with an organization to overcome deviant workplace behaviour problems So, the purpose of this study is to characterize the employee Y in the MRO company and to see the relationship of Y generation characteristics and organizational culture to the deviant workplace behavior. The results obtained from this research survey are some characteristics of generation Y according to Murphy (2007) owned by employees Y generation at PT. ABC and only group action characteristics that have an effect on Y generation characteristics on PT. ABC. This can mean the generation of Y employees at PT. ABC has not developed the potential which should belong to Generation Y in general. Like the potential to be optimistic and multitasking that would be very useful to the MRO company but has not had any influence.

Impact of Personality traits on Workplace Deviance — A Pakistani Perspective

This research-based study investigated empirically the impact of agreeableness personality traits to workplace deviant behavior in employees working in different organizations. We collected data through cross-sectional method from 290 employees who can read and understand English. Previous studies conducted related to these constructs confirmed that questionnaires in English language are appropriate for data collection. Correlation and regression analysis were used to analyze the data because it fulfills the purpose related to this research. The study found that agreeable personality trait is negatively related to workplace deviance or employees with agreeableness personality trait remain focused on their job in organization. Or employees who are low in agreeableness trait are likely to exhibit deviant work behavior at work-setting. The study suggested that organizations should consider personality traits while hiring new employees. This practice will reduce workplace deviant behavior in the work setting of organizations.

Employee deviant behavior: role of culture and organizational relevant support

PurposeThe purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations.Design/methodology/approachThis research applies a fuzzy-set qualitative comparative analysis.FindingsThe results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB.Originality/valueThe main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

Anticipated Tuberculosis Stigmatized Identities and Deviant Workplace Behavior: A Moderated Mediated Model in Pakistan

In a competitive world there is a need of countries to maintain the productivity of firms. In the last few decades organizations highlighted the issue that most of the employees engage in negative workplace behavior. The current study highlights the serious causes of deviance behavior of employees. Employees diagnosed with Tuberculosis become stigmatized; they exhibit negative behaviors instead of citizenship behavior. In this study consider centrality of tuberculosis stigma as a moderating and selfesteem as a mediating variable. Data has been collected from tuberculosis stigmatized employees working in public and private tuberculosis hospitals across Pakistan.

Impact of Breach of Psychological Contract on Workplace Deviant Behavior Moderating Role of Procedural Justice Among Employees of Pakistan

Psychological contract breach may provoke negative attitudes among employees that cause further harmful behaviors. With the help of Social Exchange Theory (SET) the study was conducted to explore the moderating effect of procedural justice between the relationship of psychological contract breach and workplace deviant behaviour. The study was quantitative and cross-sectional survey designed to collect data. Data for the research gathered using a structured questionnaire. The stratified sampling method used to select the sample and final sample comprised of 306 employees working in public sector banks of Gujrat district, Pakistan. Descriptive, correlation, reliability and hierarchal regressions used for testing the hypothesized model for this study. Data were analysed by using IBM SPSS (20.0). A positive relationship found between psychological contract breach and workplace deviant behaviour. Moreover, results showed that procedural justice significantly moderated the relationship of psychological contract breach and workplace deviant behavior. Study limitations and future research directions are discussed.