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1 – 10 of over 2000Drawing on the exchange model and the multidimensional approach to job insecurity, the purpose of this paper is to assess the relationship between perceived incivility and two…
Abstract
Purpose
Drawing on the exchange model and the multidimensional approach to job insecurity, the purpose of this paper is to assess the relationship between perceived incivility and two possible outcomes: job insecurity and employee deviance, while differentiating between two separate groups of targets, namely targets who possess high employment status and targets with low employment status.
Design/methodology/approach
Data were collected in 2014 in Israel. An on-line questionnaire method was used, through which 648 valid responses were collected and analyzed using structural equational modeling.
Findings
H1 and H2 maintained that incivility would have a positive impact on job insecurity and employee deviance. The other three hypotheses maintained that the perception of incivility, as well as the relationship between incivility and both job insecurity and employee deviance, would be stronger for employees working under less favorable employment conditions. The model’s fit indices indicated a good fit, suggesting that all five hypotheses were accepted.
Originality/value
This study elaborates on previous studies by showing that incivility can predict job insecurity and employee deviance. Data related to the potential deviant outcomes of incivility are relatively rare. Additionally, the current research framed incivility, which is a micro-level behavior, in a wider context of employment relations. As precarious employment arrangements are on the rise, it is necessary to understand its hidden implications and threats to both employees and organizations. From a methodological point of view, this study introduced a shorter version of Robinson and Bennett’s (1995) workplace deviance scale, which pertains to the authors’ theoretical model.
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The endless manifestation of employee misbehaviours can be classified according to Robinson and Bennett’s (1995) employee deviance typology. Using this typology, the purpose of…
Abstract
Purpose
The endless manifestation of employee misbehaviours can be classified according to Robinson and Bennett’s (1995) employee deviance typology. Using this typology, the purpose of this paper is to examine the level of “judicial” tolerance for offences committed by employees across Australian workplaces that culminated in an arbitration hearing before the country’s federal industrial tribunal.
Design/methodology/approach
A content analysis was performed on 565 misbehaviour related, unfair dismissal arbitration decisions made by Australia’s federal industrial tribunal between July 2000 and July 2010. Using the count data that resulted, a logistic regression model was developed to determine which unfair dismissal claim characteristics influenced whether or not a dismissal was deemed to be an appropriate course of disciplinary action.
Findings
The results suggest that an arbitrator’s gender, experience and background have influence on his or her decision. Significance tests also verified that personal aggression, production deviance, political deviance and property deviance were all considered unacceptable in Australian workplaces. Importantly, the results enable the ordering of the range of tolerance. From this ordering, a picture emerged as to what factor may be framing the extremities of the arbitrators’ tolerance for the misbehaviours: the target (or victim) of the behaviour.
Research limitations/implications
Unfair dismissal claims that are settled through private conciliation, as they occur off the public record, could not be included in the analysis.
Practical implications
Society’s implicit stakeholder interest in what constitutes appropriate workplace behaviour is further testament to the HRM obligation to facilitate sustainable workforces. Management should consider whether dismissing a misbehaving employee is a reactionary approach to broader organisational issues associated with employee well-being and cultural norms. In order to contribute to sustainable workforces, HRM policies and actions should focus on limiting triggers that drive misbehaviour, particularly behaviours that result in harm to individuals as a matter of priority, followed closely by triggers to behaviours that result in harm to organisational profitability.
Originality/value
This paper presents new insights about the degrees to which various forms of employee misbehaviour are accepted in the workplace.
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Muhammad Asim Faheem, Hafiz Yasir Ali, Muhammad Waheed Akhtar and Muhammad Asrar-ul-Haq
The present study aims to analyze the effect of workplace incivility and coworker deviant behavior on turnover intentions and nurses' job performance.
Abstract
Purpose
The present study aims to analyze the effect of workplace incivility and coworker deviant behavior on turnover intentions and nurses' job performance.
Design/methodology/approach
Data were obtained from 318 nurses using a structured questionnaire. The multistage sampling technique was used to distribute the questionnaire and analysis was performed through structural equation modeling.
Findings
The findings show association between workplace incivility and coworker deviant behavior on turnover intentions and nurses' job performance. Further, the findings state that coworker deviant behavior has impact on turnover intentions and nurses' job performance.
Research limitations/implications
Results of the study show critical situation for healthcare sector. Findings show that negative behaviors influence nurses' performance and escalate their intentions to leave this profession. These findings can help authorities to take some actions and use interventions to suppress or control these negative behaviors to improve the nursing performance at workplace.
Originality/value
The nursing literature is devoid of evidence about how workplace incivility and coworker deviant behavior influence employee outcomes.
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Stacey Kent, Ashlea C. Troth and Peter J. Jordan
Aggression in the workplace has increasingly become a focus of organizational behavior research given its debilitating effects on employees and consistent links to reduced…
Abstract
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.
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Steven H. Appelbaum, Giulio David Iaconi and Albert Matousek
The purpose of this paper is to examine the impact on organizations of both negative deviant workplace behaviors – those that violate organizational norms, policies or internal…
Abstract
Purpose
The purpose of this paper is to examine the impact on organizations of both negative deviant workplace behaviors – those that violate organizational norms, policies or internal rules – and positive deviant workplace behaviors – those that honorably violate them. The reasons why people engage in such behaviors are explored, along with some of the reasons why organizations allow such behaviors to thrive within their walls. A typology of positive workplace behavior is determined and is compared with other pro‐social behaviors such as: whistleblowing, corporate social responsibility, organizational citizenship behavior and innovation. Possible solutions to overcome problems associated with negative deviant behavior in the workplace are examined, along with how to promote positive deviant behavior in the workplace.
Design/methodology/approach
A literature review on current positive and negative deviant workplace behavior was conducted.
Findings
Regardless of whether negative deviance is overt or implicit, it has negative consequences for the entity and its affiliates. The estimated impact of the widespread theft by employees on the US economy has been reported to be $50 billion annually. Toxic organizations depend on employees that are dishonest and deceitful in order to be successful. Furthermore, it is found that psychological empowerment is likely to be a key enabler of positive deviance.
Originality/value
It is proposed that the survival of an organization in the face of negative deviant employees is possible with a remodeling of an organization's norms, attitudes and social values to a specific organizational culture centered on important ethical core values; by addressing value differences between employee subcultures, and more frequent background checks when hiring. Adhering tightly to organizational norms may preclude positive deviant behaviors that would be beneficial to the organization, and thus employee psychological empowerment is recommended.
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Misbah Nasir and Ambreen Bashir
The purpose of this paper is to pin point the root causes for the deviant workplace behaviour in the government sector of Pakistan.
Abstract
Purpose
The purpose of this paper is to pin point the root causes for the deviant workplace behaviour in the government sector of Pakistan.
Design/methodology/approach
Data collection for the research was carried out by interviewing and distributing questionnaires to 100 employees belonging to different Government organizations of Pakistan. The extent of researcher interference was minimal and research was conducted in a non‐contrived environment. This is a cross‐sectional study.
Findings
After a comprehensive study, it is concluded that there can be multiple factors responsible for creating workplace deviance, e.g. financial pressures, lower job satisfaction, organizational injustice, organization environment, employee perception, etc. but the most important factors out of these are organizational injustice and job satisfaction.
Research limitations/implications
An important limitation of this research is that it was conducted with a limited sample and a small sample size. Future researchers should use a larger sample size for the research in order to explore new dimensions regarding workplace deviance in public sector organizations of Pakistan.
Practical implications
Managers can benefit from this research and can devise more appropriate strategies to make the employees productive. In order to overcome the deviant workplace behaviour, the managers should try to develop good employee relations, a congenial work environment and promote a culture of quality control circles.
Originality/value
The exact reasons for deviant behaviour in public sector organizations in Pakistan were not identified, thus solutions could not be formulated. This research pin points two major factors due to which deviation at work takes place. This paper is of paramount significance for managers experiencing employee deviance at work in government organizations of Pakistan.
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Anthony C. Klotz and M. Ronald Buckley
The purpose of this paper is to chronicle the study of deviant behavior aimed at the organization, or CWB‐O, from the dawn of the Industrial Revolution to the present day.
Abstract
Purpose
The purpose of this paper is to chronicle the study of deviant behavior aimed at the organization, or CWB‐O, from the dawn of the Industrial Revolution to the present day.
Design/methodology/approach
Counterproductive work behaviors that have been documented and studied since the Industrial Revolution were systematically reviewed and discussed.
Findings
Over the past few centuries, employees have engaged in behaviors that harm their organizations; as organizations have become more complex, however, employees have found many more ways to engage in CWB‐O. Further, recent advances in technology have made employee CWB‐O much more ambiguous.
Research limitations/implications
The study of CWB‐Os will remain a rich area for researchers as the boundaries between work and personal life continue to blur, as employees develop new forms of CWB‐O, and as employers increase their use of technology to detect employee deviance.
Practical implications
As the penetration of technology into job roles grows and the use of personal mobile devices becomes institutionalized, managers now must decide how much company time they will tolerate their employees spending on personal issues while at work. Put another way, managers must cope with the reality that a certain amount of what was once considered deviant behavior in the workplace may now be a minimum expectation of employees.
Originality/value
This paper builds a historical foundation of the present conceptualization of CWB‐O, thereby providing scholars with a greater understanding of what past events drove the emergence of the types of CWB‐O that are prevalent today and why some counterproductive behaviors may have become less prevalent.
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Sunanda Nayak, Pawan Budhwar, Vijay Pereira and Ashish Malik
Rapid technological advancements and the ever-increasing demand for Internet and social networking sites worldwide have increased the opportunity for extensive use and misuse of…
Abstract
Purpose
Rapid technological advancements and the ever-increasing demand for Internet and social networking sites worldwide have increased the opportunity for extensive use and misuse of these platforms. Research and practice have typically focused on the brighter side of social networking sites due to the adoption of EHRM (Electronic Human Resource Management). However, less is known about the dark side of EHRM, especially the drawbacks associated with the use of social networking (SNs) platforms in organisations. In addition, most of such studies have primarily involved the western country context, and in an emerging country scenario, these kinds of studies are limited. Hence, the study aims to investigate the complexities of the use of SNs as an e-HRM strategy in organisations in an emerging country context.
Design/methodology/approach
Drawing on 26 in-depth interviews of HR practitioners and analysing their narratives surrounding employees' use of social networking (both enterprise social networks [ESNs] and social networking sites [SNSs]), this study illuminates the dark or the adverse side of EHRM. Specifically, it focuses on the link between employees' deviant workplace behaviour and their usage of social networking (SN) platforms in organisations (i.e. SNs at workplaces influencing employee's unethical behaviour at work).
Findings
The empirical findings reveal the subtle intentional and unintentional indulgence of employees via SNs in various types of deviant behaviours such as sharing confidential information, bullying, harassment, breaching colleagues' privacy, etc., at the workplace in the emerging market context of India. Utilising the social networking perspective and the 4Ps of deviant theory, this article describes deviance behaviours in detail and explains the inadvertent complexities of leveraging SNs as an EHRM tool at the workplace. These insights then provide a starting point for discussing the theoretical and managerial implications of the research findings.
Research limitations/implications
Derived from the current research, this model offers an integrative frame-work for understanding DWBs in SNs platforms in general. This also shows that use of SNs at workplace often leads the employee engaging in non-productive activity. Hence future studies can explore the application of this framework in organizations in detail, thus further highlighting the usefulness of EHRM to understand the employee behaviours at the workplace by the organisations.
Practical implications
The research offers several managerial implications concerning the use of SNs as EHRM strategy at the workplace, which is perceived as a global challenge nowadays. Primarily it offers suggestions for the social media professionals and HR practitioners regarding the use of SNs in organisations.
Originality/value
The study's findings highlight the complex process that explains how SNs as an EHRM strategy affect employee deviance behaviours in the workplace. Till date, no known study has considered the possible effect of SNs on deviance behavior at the workplace in an emerging country context.
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H. Kristl Davison, Phillip W. Braddy, John P. Meriac, Robert Gigliotti, Daniel J. Detwiler and Mark N. Bing
Workplace deviance remains a concern for many organizations, and narcissism has been identified as a primary contributor. The purpose of this paper is to investigate whether…
Abstract
Purpose
Workplace deviance remains a concern for many organizations, and narcissism has been identified as a primary contributor. The purpose of this paper is to investigate whether political skill and ambition interact with narcissism to attenuate or exacerbate workplace deviance.
Design/methodology/approach
The authors surveyed a sample of 335 participants in leadership positions and empirically tested interactions among political skill, narcissism and ambition in predicting workplace deviance.
Findings
The authors performed moderated hierarchical regression analyses on the data to test the hypothesis and research question. Contrary to expectations, political skill attenuated the relationship between narcissism and workplace deviance. However, ambition was found to attenuate deviance, with the highest levels of deviance evident when narcissism was high, political skill was low, and ambition was also low.
Originality/value
Although research has examined the relationship between narcissism and workplace deviance, to the authors’ knowledge, the study is the first to examine the roles of political skill and ambition in attenuating the manifestation of narcissism into workplace deviance.
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Amer Ali Al-Atwi and Ali Bakir
The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group…
Abstract
Purpose
The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group identification (OID and WID), and counterproductive work behavior (CWB).
Design/methodology/approach
Data were gathered from a cement firm's employees, using longitudinal research. Descriptive statistics, confirmatory factor analysis and structural equation modeling were employed.
Findings
PEP and top management respect were positively related to organizational identification (OID), and the latter negatively related to organizational deviance; perceived co-workers and supervisor respect was positively related to WID, and the latter negatively related to interpersonal deviance; and identification foci mediated the relationship between status judgments and CWB.
Research limitations/implications
The sample was based on one organization, limiting the results’ generalizability, and interactive relationships between WID and OID were not considered. The findings’ implications suggest that organizations need specific strategies for reducing deviant organizational behavior and deviant interpersonal behavior, and for fostering identification of their members.
Originality/value
The study shows that employees’ evaluations of prestige and respect are important predictors of their identification with their organization and work group. It is the first study to investigate the relationship between social identification foci and deviant work behaviors as a negative outcome of identification. It developed a new scale to assess employees’ perception of internal respect; it supports operationalizing PIR as a multifoci construct. It has also answered the call for longitudinal research as opposed to cross-sectional research.
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