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The purpose of this paper is to investigate the relationship between diminished employee well-being and interpersonal deviance.

In a survey, 380 employees from 107 organizations were asked about their psychological and social well-beings. Participants reported their experiences of irritation, depression and anxiety for psychological well-being. A modified scale of social well-being captured participants’ scores on social integration and social acceptance. Respondents also self-reported incidents of interpersonal deviance against coworkers.

The results demonstrate that only irritation, not depression or anxiety, was positively related to interpersonal deviance. Socially accepting individuals were less likely to engage in deviant acts against their coworkers. Furthermore, respondents scoring high on both neuroticism and depression were reporting more acts of interpersonal deviance.

Based on these findings, the role of intent in the study of workplace deviance is discussed.

The findings of this study suggest that diminished well-being can be a catalyst for other negative outcomes in the workplace. Management should be concerned with the affective state of employees as the experiences of one person may translate into experiences for others. Given the complexity of human experiences, decision makers in organizations should consider emotional state and experiences in developing practices for deviance prevention. Attention and intervention initiatives devoted to improving well-being and social health of employees might be more effective than discipline policies.

Deviant behaviors are often conceptualized as intentional acts. The findings of this research paper provide some evidence that factors other than harmful intend may motivate transgressions against coworkers.

The purpose of this paper is to investigate conditions for a human resource information system (HRIS) to impact organizational competitiveness. Particularly, the author proposes that an HRIS is a key factor in building dynamic capabilities through fostering codification and dissemination of path‐dependent processes and assuring that the firm is able to repeat its successes.

Drawing on the resource‐based view (and its extension), the author theorizes about the relationship between HRIS specificity and firm competitiveness.

It is proposed that in‐house developed or highly‐customized HRIS are the key to building dynamic capabilities necessary for firm competitiveness.

By considering the HRIS as a vehicle for the unique and inimitable organizational processes, the author extends the traditional definition of management information systems. However, such an extension is doable within certain limitations. First, the assumption must be maintained that an HRIS can reflect unique routines and processes, and second, it must be recognized that path‐dependent routines may diminish organizational flexibility necessary for competitiveness in a changing environment.

It is important for organizations to recognize that favorable conditions are necessary for employees to generate value. A potential favorable condition can be the HRIS that meets employee expectations and disseminates unique managerial knowledge.

The paper bridges diverse literature to highlight the role of HRIS in firm competitiveness. A new construct is proposed – HRIS specificity – to guide future research in the empirical examination of the proposed relationships and the dynamic capability paradigm.

In this empirical study, the aim is to examine the relative effect of various rewards on performance of knowledge workers. It is predicted that non‐monetary rewards are associated with enhanced intrinsic motivation, which in turn is related to better performance and innovation.

Data were collected from 288 research and development employees and their supervisors from 30 Fortune 500 companies. The authors tested the hypothesized relationships with mediated multiple regression.

The results revealed that receiving non‐monetary rewards is a stronger predictor of intrinsic motivation manifested by longer work time in comparison to either group or individual monetary rewards. Furthermore, intrinsic motivation was found to fully mediate the relationships between received non‐monetary rewards and performance and innovation.

The paper offers a field test of the cognitive evaluation theory and the crowding theory that have been mainly applied in experimental research and suggests a potential limit to the efficiency wage models in the case of knowledge workers. However, causal conclusions are limited by the cross‐sectional nature of the data and the operationalization of intrinsic motivation is not without its critics.

The study findings suggest that incorporating non‐monetary rewards in reward systems is necessary to encourage productivity and creativity of knowledge workers. Organizations should critically evaluate all aspects of their reward systems to reflect the uniqueness of their employees.

The increased importance of innovation for business success mandates that organizations design their reward systems to stimulate creative behaviors. The study results show the importance of non‐monetary rewards over monetary for knowledge workers’ intrinsic motivation.

The purpose of this paper is to investigate interactions among members of self-managed teams (SMTs). The authors were interested in how leader emergence, group potency, and opinion compliance were related to team cohesion and member well-being.

In a simulated business environment, the authors surveyed 236 students working in 54 SMTs. Participants reported their interactions and experiences at several points of time during class. Individual responses about team cohesion and group potency were aggregated for the purposes of the analysis.

The paper found that leader emergence was associated with reduced cohesion among members and diminished individual well-being. Group potency was modestly associated with better cohesion among team members. Participants of more cohesive groups reported higher individual well-being. Opposite to the predictions, opinion compliance was not significantly related to individual well-being.

Within the limitations of the study design, the results suggest that leader emergence may have adverse effect on team interactions. Future research should investigate the positive and negative implications of an emerging leader in SMTs.

The broad application of SMTs in organizations necessitates a critical examination of team dynamics and individual experiences of members. Along with team productivity, managers should consider the effects of team interactions on employees’ well-being. Employees who are drawn to more discretionary work such as SMTs may not favor leader emergence.

The findings suggest that leader emergence may have negative implications for other team members and the overall team functioning.

The purpose of this paper is to explicate the relationship between workplace ostracism and deviant behavior, and further test the mediating role of emotional exhaustion and the moderating role of resilience.

A sample of 409 first-line production workers from four manufacturing enterprises in China was collected. A moderated mediation analysis was employed to test the hypotheses and examine the relationships proposed in the research framework.

The findings indicate that emotional exhaustion could mediate the relationship between workplace ostracism and deviant behavior. Moreover, the results from the moderated mediation analysis suggest that the mediation of emotional exhaustion is moderated by resilience such that with a higher level of resilience, the mediation effect of emotional exhaustion becomes weaker.

The participants of this study are limited to manufacturing enterprises, and thus our findings may not be equally valid for other types of industries. Meanwhile, this study is a cross-sectional research that could not explain the causal relationship between workplace ostracism and deviant behavior.

The present research can offer some managerial implications about how to avoid the occurrence of workplace ostracism and deviant behavior for organizations.

This study constructs a moderated mediation model by introducing the potential mediating role of emotional exhaustion and the moderating effect of resilience in order to reveal the mechanism through which workplace ostracism relates to deviant behavior. Our research not only integrates and enriches the ideas of the Stress-Non-Equilibrium-Compensation Approach and the Transactional Model of Stress and Coping Theory but could also inform future management practices for mitigating the negative consequences of workplace ostracism.