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The purpose of this paper is to develop a theoretical model of the determinants of workplace deviant behaviour among support personnel in Malaysian Public Service organisations.

This study is based on reviews of past studies on workplace deviant behaviour. To conduct the literature review, several keywords were identified. Several electronic databases available at the university ' s library such as Springer, Proquest, SAGE, Emerald, EBSCOHost, Science Direct, and Blackwell Synergy were used to search for supporting materials and resources.

In the reviews, the authors found three potential groups of workplace deviant behaviour determinants among support personnel. The determinants are individual-related factors, organisational-related factors, and work-related factors. The paper established job satisfaction as a mediating variable between the three potential groups of determinants and workplace deviant behaviour.

Future research could provide a more definitive theoretical statement of workplace deviant behaviour and develop an additional proposition which may be derived from a more refined theory. Practical interventions for HRD professionals were suggested to assist individuals and organisations towards reducing the prevalence of workplace deviant behaviour.

The research yields a theoretical framework that outlines the predictive potential of the three key factors in explaining workplace deviant behaviour among support personnel. The factors can be considered in developing HRD practices.

Purpose – Both misbehavior and commitment in organizations have attracted substantial attention. This chapter reviews the misbehavior and commitment literature to investigate the implicit negative correlation between these two important organizational phenomena.

Methodology/approach – A four-dimensional typology of counterproductive workplace behaviors (CWBs) is developed from the misbehavior literature, describing individual behaviors in terms of: their target(s), the vehicle for misbehavior, their social acceptability, and their quantity. The typology facilitates characterization of CWBs, and, more generally, comparisons between workplace commitment and the field of misbehavior, comprising the range of CWBs.

Findings – The chapter supports the assumed negative relationship between commitment and misbehavior although the strength of the relationship varies across some of the four dimensions.

Research limitations/implications – The reliance on secondary data limits evaluation of the typology. Further research using primary data is commended.

Practical implications – More insightful audits of organizational misbehavior can be produced to guide interventions. For example, CWBs that are directed at individuals, through a person's work role, and are socially unacceptable will require different interventions to those who are directed at the organization, through extra-role behavior, and are more socially acceptable (e.g., minor thefts).

Social implications – Clarifying the impact of CWBs on commitment and, hence, turnover, etc., highlights the cost of CWBs and may motivate organizations to address CWBs and, thereby, promote healthier workplaces.

Originality/value of chapter – This chapter is novel in developing a more comprehensive typology of CWBs. Describing the various CWBs in a single, comprehensive framework provides additional insight into misbehavior.

The purpose of this paper is to analyse the mechanism of how Machiavellian corporate culture (MCC) affects employees’ counterproductive work behaviours.

Through a three-phase grounded study on the data of a single case amounting to over 170,000 words, this qualitative study explores why employees exhibit counterproductive work behaviours.

The results indicated that the implications of the MCC of family businesses in China include the following three dimensions: low trust, control orientation, and status orientation. In this corporate cultural context, employees exhibit counterproductive work behaviours because they perceive low organisational justice, psychological contract violation, and low trust. Among them, psychological contract violation serves as a triggering mechanism due to the organisational context and trust is crucial to employee counterproductive work behaviour.

In this study, the results are derived merely from the observation of and generalisation about one case; more therefore, empirical studies are required.

Numerous family business owners in China exhibit a high level of Machiavellian personality traits, and this personality tends to determine the implications of corporate culture. In order to establish a diverse culture, a heterogeneous top manager team must be developed and a new organisational culture must be established from top down.

This study extends the research scopes of employee personality and behaviours as well as leaders’ personality traits and employee emotions, and proposes a theoretical framework of leaders’ personality-culture-employee behaviours as a contribution to studies on organisational behaviour, theories of corporate social responsibility, and development of corporate culture.

Aggression in the workplace has increasingly become a focus of organizational behavior research given its debilitating effects on employees and consistent links to reduced organizational performance. The current literature on workplace aggression presents a bewildering array of definitions with overlapping meanings creating confusion for researchers and academics. In response to this, we consider a range of definitions of workplace aggression and build a taxonomy of workplace aggressive behaviors based on four dimensions: intensity, impact, intentionality, and indirect/direct aggression. This chapter contributes to the field offering a taxonomy of aggressive behaviors at work that can be used in subsequent research.

Antecedents and outcomes of workplace deviance have been studied over the past few decades but there is still a lack of research from an organizational climate, witness and cultural point of view. Theoretical considerations for the present research are based on the social cognitive theory perspective where the authors expect employees's involvement in workplace destructive deviance would depend on their organizational climate perception, witness behavior and cultural orientation.

A total of 987 participants from India (N = 404) and USA (N = 583) completed an online questionnaire, and multi-group structural equation modeling analysis was conducted to test the hypothesized model.

Across cultural groups, higher collectivism is associated with lower engagement in workplace deviance. Furthermore, employees' higher intervening witness behavior is associated with lower destructive deviant behaviors when employees showed higher endorsement of collectivism in India (not USA). However, employees' higher self-serving witness behavior is associated with higher destructive deviant behaviors. Interestingly, employees with higher endorsement of individualism associated with organizational climate are more likely to engage in destructive deviance.

The main originality of this study is to further increase the understanding of the relationship between organizational climate, witness behavior (self-serving and intervening behavior) and workplace deviance (organizational and interpersonal destructive deviance) considering the role of employees' cultural orientation (individualism vs collectivism).

Over the years, increased level of deviant behavior among the employees of public sector organizations has been observed. The situation is worst in the public healthcare sector of Pakistan, where numerous incidents of employee deviant behavior have been reported recently. This scenario is compelling scholars and practitioners to find appropriate solutions to address this issue. As previous literature lacks empirical evidence regarding the role of ethical leadership in establishing an ethical climate in order to minimize workplace deviance in the public healthcare sector. Thus, to fill this gap, the purpose of this paper is to investigate the effect of organizational ethical climate as a mediator in the relationship between ethical leadership and workplace deviance in public healthcare sector of Pakistan.

This study employed survey strategy, using quantitative method with a cross-sectional research design, and with multi-stage sampling technique. Two hundred and eighty nine usable questionnaires were collected from doctors and nurses. Further, Structural Equation Modeling was conducted in order to test the hypothesized model and determine the direct and indirect effects.

Results of this study revealed that ethical leadership negatively influenced workplace deviance. Ethical leadership was further found to have a positive effect on ethical climate. Moreover, the ethical climate had a negative relationship with workplace deviance. Finally, ethical climate mediated the relationship between ethical leadership and workplace deviance.

This study identified the significance of ethical leadership behavior which assists in establishing an ethical organizational climate leading towards less likelihood of the emergence of workplace deviance.

The purpose of this paper is to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of role stressors (i.e. role conflict, role ambiguity, and role overload) to interpersonal and organisational employee deviance. Furthermore, this study examines the moderating role of social support (from supervisors and coworkers) on the above relationships.

Data were collected from 326 paired samples of sales and customer service employees as well as their immediate supervisors in Taiwan.

Role conflict had a positive relationship with both organisational and interpersonal deviance. Role ambiguity was positively, while role overload was negatively related to organisational deviance, respectively. Role ambiguity was more strongly related to organisational than to interpersonal deviance. Coworker support had a significant moderating effect on the role overload – interpersonal deviance relationship.

Organisations may implement policies and programs, such as clarification of job responsibility, provision of performance feedback and training in stress coping techniques, to lessen the negative effect of role conflict, and role ambiguity on employee deviance.

This study contributes to the literature in several ways. First, this study extends prior research on stressor-performance relationship by investigating the effect of role stressors on two forms of employee deviance (interpersonal deviance and organisational deviance) in a collectivist cultural context (i.e. Taiwan). Second, this study demonstrates that work-related characteristics (e.g. role stressors) have different degrees of effect on interpersonal and organisational deviance. Third, this research offers explanations on why there is little support for the moderating effect of social support on the stressor-deviance relationship.

Leadership literature has identified that the servant leadership style can reduce employee negative work outcomes, even in challenging work environments like the health-care sector as nurses play an important role in the performance of a hospital. That is why, the efficiency and effectiveness of the nurses are believed to be directly linked to improved health benefits to the public. So, this study aims to investigate the inter-relationship between servant leadership, organizational justice and workplace deviance of nurses in public sector hospitals.

A self-administrated questionnaire using a drop-and-collect method was used for collecting the data from nurses working in the public sector hospitals of Pakistan using a convenient sampling technique. In total, 370 questionnaires were distributed among the nursing staff, of which 201 completed and usable questionnaires were returned and used for data analysis. Further, the partial least squares structural equation modeling approach is used in this study using SmartPLS version 3 software to test the hypothesized model and determine the direct and indirect effects.

Results showed a negative relationship between servant leadership and workplace deviance, positive relationship between servant leadership and organizational justice, negative relationship between organizational justice and workplace deviance and that organizational justice mediates in the relationship between servant leadership and workplace deviance.

This study provides valuable recommendations and practical implications to address the nurses’ deviant workplace behaviors in the public sector hospitals of Pakistan.

This study is novel as it shows the significance of servant leadership behavior which has the ability to positively influence organizational justice perception leading to less likelihood of the emergence of nurses’ deviant workplace behavior, specifically in the context of public sector hospitals of Pakistan.

Intentional negative behaviors, under their various conceptualizations, have developed into a major area of study in the literature. Previous research has provided many interesting and valuable examinations of this phenomenon, examining a variety of factors such as individual differences, exogenous influences and affective and cognitive reactions to experienced events. Most of these approaches, however, have been limited by relatively static conceptualizations of intentional negative behaviors and their antecedents. After reviewing the previous literature, we offer an alternative, dynamic view of discrete episodes of said behaviors, and outline the ways in which this approach could help advance the field and address some of the limitations of previous research.

The purpose of this article is to perform a literature review of the existing body of empirically‐based studies relating to the causes and implications of how the ethical climate of a company ultimately affects the incidence of workplace deviance.

The article examines the issue of ethical contexts and climates within organizations, as measured by the Ethical Climate Questionnaire developed in 1987 by Victor and Cullen , and their implications in the daily work lives of participants. The causes of unethical behaviour, including the presence of counter norms, the environment in which a firm operates, and organizational commitment, as well as the manifestation of this behaviour in the form of workplace deviance, are reviewed. Finally, current trends in preventing workplace deviance are investigated, including promoting a strong culture of ethics, and the use of “toxic handlers”, individuals who take it upon themselves to handle the frustrations of fellow employees.

Clearly, unethical and deviant behaviour problems are of great concern to organizations, which must take steps to solve them, at the same time as fostering strong positive ethical cultures. Feels that further studies are needed using more definitive and qualitative measurements to learn more about these behaviours.

This article would be useful to those who wish to obtain an overview of the current literature, specifically readers who do not specialize in the subject area.