Deviant Workplace Behavior

Abstract:
Deviant workplace behavior is not something unusual and is prevalent in organizational dynamics. It is found in all types of organizations and in all levels of positions. This deviance is costly not only in financial, but also in social and psychological terms. This research aims to reveal whether there is any association between organizational justice perception and engagement in deviant workplace behavior since so many scholars argue that organizational injustice can serve as one of the causes to workplace deviance. Three forms of organizational justice are used in this research; they are: Distributive, Procedural, and Interactional justice. Additionally, two dimensions are used to classify deviant workplace behavior, which are severity and target. Putting these two dimensions into low-high continuum, it helps to develop a typology of deviant workplace behavior into four classifications: production, political, property, and personal aggression. Result findings show us that organizational justice perception play important role in the occurrence of deviant workplace behavior. However, it is not the sole predictor since only one deviant workplace behavior (out of twelve) which correlates significantly with one form of organizational justice.

Keyword: Deviant workplace behavior, organizational justice, distributive justice,
Procedural justice, Interactional justice, production deviance, political deviance, property deviance, personal aggression

The purpose of this paper is to highlight the concept deviant workplace behavior through review of previous studies on deviance workplace behavior area and understand the dynamics of deviant workplace behavior. The first, the researcher discuss the need for research in deviance workplace behavior of employees especially to understand the impact of various factors on deviant workplace behavior. Secondly, the research carried out with the review of previous literature from the area of deviance workplace behavior and presents the summary on review of the literature relevant antecedents of deviant workplace behavior and prevalence cost of DWB. The third, the current study is totally based on the secondary source of data based on various journal referred and collected from various websites. Finally, the study presents its implications, the future directions and its limitation and conclusion of the study with respect to deviant workplace behavior in public organizations.

This study seeks answer to the question surrounding the linkage between leadership and deviant work behaviours of the employees. The study focuses on two types of leadership: transformational and transactional leadership and its role in promoting or curbing deviant activities in the workplace. Transformational leadership differs from other leadership type especially transactional one on the basis of its moral influence on the followers. This extraordinary form of leadership raises both the leader and the follower to a different level of morality and values. Transformational leadership differs from the transactional leadership where the leader maintains a give and take relationship or transactional relationship with its followers. The obsessive focus on end result prompts followers to sometimes deviate from the rule and commit organizational crime. This paper raises the issue of deviant workplace behaviours which causes great financial hardship to both the organization and its stakeholders. A conceptual model is offered and few propositions are stated to clear our understanding of the relationship maintained by the two types of leadership with deviant workplace behaviours. The article concludes by suggesting certain ways by which organizational misconduct can be checked and employee's ethical character can be strengthened.

Plagiarism is increasingly evident in business and academia. While links between demographic, personality, and situational factors have been found, previous research has not used actual plagiarism behavior as a criterion variable. Previous research on academic dishonesty has consistently used to self-report measures to establish prevalence of dishonest behavior. In this chapter the author covers the results of four studies that used plagiarism behavior to establish its prevalence, as well as relationships between plagiarism behavior and: 1. Integrity-related personal selection measures 2. Workplace deviance 3. Ethnicity 4. Acculturation 5. Individualism 6. Collectivism 7. Religiosity 8. Spirituality.

The purpose of the study is to explore the effects of multilevel identification sources on negative and positive deviant workplace behavior within the theoretical framework of social exchange and social identity theories. Data were collected from a survey of 425 participants working in different sectors in Turkey. Structural equation modeling was used to test the research model. Results showed that organizational identification is negatively associated with negative deviant workplace behavior and positively associated with positive deviant workplace behavior. In addition, it was found that organizational identification is more related to the organizational dimension of negative and positive deviant workplace behavior; on the other hand, relational identification is more related to the interpersonal dimension of negative and positive deviant workplace behavior within the target similarity model. However, no significant relationship between occupational identification and negative deviant workplace behavior was found.

ÖZ:
Bu çalışmanın amacı, çok düzeyli özdeşleşme kaynaklarının olumsuz ve olumlu iş yeri sapma davranışı üzerindeki etkisini sosyal mübadele ve sosyal kimlik kuramları çerçevesi kapsamında incelemektir. Veriler, Türkiye’de farklı sektörlerde çalışan 425 katılımcıdan anket yoluyla toplanmıştır. Araştırma modelini test etmek için yapısal eşitlik modeli kullanılmıştır. Araştırmanın bulguları, örgütsel özdeşleşmenin olumsuz iş yeri sapma davranışı ile olumsuz yönde ve olumlu iş yeri sapma davranışı ile olumlu yönde ilişkili olduğunu ortaya koymuştur. Ek olarak, hedef benzerliği modeli kapsamında örgütsel özdeşleşmenin olumsuz ve olumlu iş yeri sapma davranışının örgütsel boyutuyla; ilişkisel özdeşleşmenin ise olumsuz ve olumlu iş yeri sapma davranışının kişiler arası boyutuyla daha ilişkili olduğu tespit edilmiştir. Ancak, mesleki özdeşleşme ile olumsuz iş yeri sapma davranışı arasında anlamlı bir ilişki bulunamamıştır.

Every year organizations around the globe lose some of their most valued employees and millions of rupees because of deviant workplace behaviours. Although, management literature is surfeit with both empirical and conceptual studies highlighting the benefits of positive work behaviour, there is still a conspicuous void when it comes to studies which have addressed the issue of toxic behaviours at workplace. This paper attempts to establish relationship between workplace spirituality as mentioned in Yoga and several deviant workplace behaviours like theft, sexual harassment, lying, hoarding information, and workplace violence. To conceptualize workplace spirituality we have referred to the "Yamas" which in Sanskrit means "yogic self control". Through this article we contend that the observation of the five yamas, which are mentioned in Raja Yoga, as abstention from violence (ahimsa), abstention from stealing (asteya), abstention from lying (satya), abstention from greed (aparigraha), abstention from sensuality (brahamacharya) will reduce toxic behaviours and contribute towards creating healthy work environment. Raja yoga which is one of the four yogas (the other three being Jnana Yoga, Bhakti Yoga and Karma Yoga) is mentioned in several darshans (Vedic Schools). It refers to achievement of divinity through eightfold path (Ashtanga Yoga). This paper also points toward several age old doctrines and religious scriptures which have emphasized the same practices as mentioned in Raja Yoga. As conclusion, we have Integrating Spirituality and Organizational Leadership proposed a conceptual framework and a set of testable propositions which will spur further research in this important but relegated field of management.

ABSTRACT Purpose The purpose of this study was to examine the effects of psychological empowerment on the relationship between perceptions of abusive supervision and interpersonal deviance. Design/Methodology/Approach Data were obtained from members of a professional hotel management association (Sample 1: n = 96) and a diverse group of full-time employees (Sample 2: n = 130). We used hierarchical moderated multiple regression analyses to examine the effects of the perceived supervisory abuse × psychological empowerment interaction on coworker- and supervisor-directed deviance. Findings Findings across two samples demonstrated that highly empowered employees were more likely than their less empowered counterparts to engage in coworker-directed deviance when they perceived supervisory abuse, but that psychological empowerment did not moderate the relationship between perceptions of abusive supervision and supervisor-directed deviance. Implications Traditionally, psychological empowerment has been associated with auspicious workplace outcomes (e.g., heightened performance). Results across two samples suggest that highly empowered individuals are more likely than their less empowered counterparts to respond to perceived supervisory mistreatment with coworker-directed deviance. Thus, our results imply that there exists a “dark side” of empowerment such that the negative effects of perceived supervisory abuse trickle over to innocent bystander coworkers, and this relationship is even stronger for empowered employees. Originality/Value This is one of only a few studies to examine moderators capable of altering the negative effects of perceptions of abusive supervision on individuals’ behaviors in the workplace. Additionally, this study is unique given the introduction of psychological empowerment to the abusive supervision literature.