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This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.

The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.

The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.

The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.

Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.

The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.

The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.

Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.

By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

The existing hospitality and tourism literature indicates a discrepancy in the findings related to the socio-demographic variables' impact on hotel employees' socio-emotional factors and behavioral outcomes. This study aims to provide a comprehensive understanding of this topic.

Using a questionnaire, primary data were gathered from hotel employees in the Union Territory of Jammu and Kashmir, India from February to June 2022. A total of 416 valid responses collected through offline mode were used in the data analysis. Multiple linear regressions were done using SPSS V.29.

The findings show that the socio-demographic characteristics of respondents significantly affect socio-emotional factors at work as well as interpersonal deviance and organizational deviance.

Policymakers and hotel managers can implement training and development programs that assist hotel employees with diversified socio-demographic attributes in handling stress, developing their emotional intelligence and minimizing workplace deviance. The study also provides hotel managers with actional recommendations to reduce work–family conflict, social disparity among employees and their emotional exhaustion.

The study adds to the literature with a comprehensive framework regarding the role of various socio-demographic traits in fostering interpersonal deviance, organizational deviance and socio-emotional factors at work.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-04-2023-0304

This study takes a unique perspective on the role of psychological contract breach, turnover intentions and off-the-job embeddedness in influencing the behavior of reluctant stayers. More specifically, reluctant stayers are defined as employees who are high on turnover intentions and off-the-job embeddedness. It proposes that employees who perceive psychological contract breaches are more likely to develop turnover intentions. Such breaches are expected to indirectly spur organizational deviance, with turnover intentions as the mediator. Finally, a moderated-mediation model is proposed where off-the-job embeddedness is expected to moderate the relationship between turnover intentions and organizational deviance.

Data were collected from 231 employees across the energy sector within the Caribbean nation of Trinidad, using a two-wave research design and a path-analytic approach.

The findings provide support for the propositions that perceived psychological contract breach predicts turnover intentions and that turnover intentions mediate the contract breach–organizational deviance relationship. Further, the proposition that off-the-job embeddedness moderates the relationship between turnover intentions and organizational deviance was supported by the sample data. Consequently, reluctant stayers (employees with high turnover intentions and high off-the-job embeddedness) responded to perceived psychological contract breach with higher levels of organizational deviance when they were more deeply embedded.

Limited studies have explored the behaviors of reluctant stayers, and hence this study adds to research on this emerging classification of employees. Furthermore, no study has yet explored the role of high turnover intentions and off-the-job embeddedness in creating reluctant stayers.

Building on the conservation of resources theory, this research explored the processes underlying the association between perceived workplace incivility and deviant behaviors. Specifically, we tested a mediating mechanism, an interpersonal conflict that has received less consideration in the workplace incivility literature. The authors also tested the organizational climate (i.e. a resource) as a moderator in the perceived workplace incivility–employees’ deviant work behavior relationship.

Time-lagged research design was followed to explain the relationship of variables. Survey data were collected at time 1 and time 2 from 220 service sector working professionals to test the proposed model.

The findings suggest that intrapersonal conflict partially mediates the workplace incivility–deviant work behavior relationship. Further, the authors found that the harmful effects of workplace incivility on employees’ deviant work behavior attenuate in the presence of organizational climate as a resource. The results shed light on the beneficial consequences of organizational climate on employees’ work behavior by attenuating workplace incivility and mitigating their deviant work behaviors.

Overall, the study contributed to understanding the mediating role of interpersonal conflict and the moderating role of organizational climate in explaining the workplace incivility–deviant work behavior relationship.

This study aims to reach a perception of the advance of research on deviant organisational behaviours.

This research has been done through the text mining method. By reviewing, the papers were selected 360 papers between 1984 and 2020. Based on the Davis–Boldin index, 11 optimal clusters were gained. Then the roots were ranked in any group, using the Simple Additive Weighting technique. Data were analysed by RapidMiner and MATLAB software.

According to the results obtained, clusters are included leadership styles, job attitudes, spirituality in the workplace, work psychology, personality characteristics, classification and management of deviant workplace behaviours, service and customer orientation, deviation in sales, psychological contracts, group dynamics and inappropriate supervision.

This study provides a landscape and roadmap for future investigation on deviant organisational behaviours.

This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth (WOM) communication in the hospitality industry of Pakistan. This research also addresses the significance of psychological (resilience) and social factors (friendship prevalence) as moderators of the relationship between workplace hazing and moral disengagement.

Using a multirespondent strategy, the data was collected from 319 newcomers employed in the Pakistani hospitality industry and analyzed using structural equation modeling.

The results reveal that workplace hazing increases moral disengagement, organizational deviance and negative WOM communication. Moreover, various psychological factors can significantly decrease and mediate the negative influence of workplace hazing on moral disengagement.

The managers should explicitly and formally handle the workplace hazing issues like harassment and bullying to build a positive working environment for newcomers.

This study addresses a gap in determining the significance of workplace hazing and its impact on moral disengagement, organizational deviance and negative WOM communication. Also, this study contributes to the literature by examining either social or psychological factors that play an important role in dampening the negative impact of workplace hazing.

Conflict, between individuals and groups, in organizations is a common phenomenon and can have varied implication for the employee and the organization. This paper aims to determine whether experiencing interpersonal conflict drives employees to engage in prosocial behavior (prohibitive voice) and antisocial behavior (interpersonal deviance). Using Stressor–Emotion Model, Uncertainty Management Theory and Impression Management Motives, this study examines the relationship and explores competence uncertainty as a mediator and perception of politics as a moderator.

This study uses a cross-sectional design where data collected is from 386 employees working in nine different public sector enterprises in India. Structural equation modeling using SPSS AMOS was used to analyze the hypothesized relationships.

The results show that interpersonal conflict leads to both prohibitive voice behavior and interpersonal deviance. However, the mediating role of competence uncertainty is valid only for the effect of conflict on interpersonal deviance. Also, the perception of politics strengthens the positive relationship between interpersonal conflict and competence uncertainty.

To the best of the authors’ knowledge, this is one of the first empirical studies to have validated prosocial and antisocial work behavior as outcomes of interpersonal conflict. Again, this is one of the first few studies to examine the mechanism through which interpersonal conflict impacts interpersonal deviance.

This research aims to clarify the relationship between organizational identification and employees’ unethical pro-organizational behavior, which has been a topic of mixed findings in previous empirical studies. To address this issue, a meta-analytic review was conducted, focusing on the influence of key individual differences such as gender, age and organizational tenure on the relationship between organizational identification and unethical pro-organizational behavior.

The study utilizes large scholarly databases including Google Scholar, PsycINFO, Business Source Premier and ProQuest Dissertations to identify relevant studies. A total of 31 independent samples with a combined sample size of 8,861 participants were included in the analysis.

The results showed that the estimated average correlation between organizational identification and unethical pro-organizational behavior after corrected for measurement unreliability was 0.188 (p < 0.001, 95% [CI: 0.125, 0.251]). Gender demonstrated a significant moderating effect (estimate = 0.004, p < 0.05, 95% [CI: 0.000, 0.007]), suggesting that there is stronger association between organizational identification and unethical pro-organizational behavior among male participants. Neither age nor organizational tenure had significant effect on organizational identification-unethical pro-organizational behavior relations.

This study revealed that the organizational identification-unethical pro-organizational behavior link was positive, and the relationship was stronger among male participants than their female counterparts. Age and organizational tenure show no significant impact on unethical pro-organizational behavior. These contribute to The authors' understanding of organizational identification-unethical pro-organizational behavior relationship, as well as identifying its boundary conditions. The study suggests directions for future research and implications for managers and practitioners.