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Article
Publication date: 2 October 2020

Michael Olalekan Adeoti, Faridahwati Mohd Shamsudin and AlHamwan Mousa Mohammad

The purpose of the present study was twofold: (1) to examine the direct effect of the dimensions of opportunity (i.e. ethical climate and institutional policy) and…

Abstract

Purpose

The purpose of the present study was twofold: (1) to examine the direct effect of the dimensions of opportunity (i.e. ethical climate and institutional policy) and dimensions of job pressure (i.e. workload and work pressure) on workplace deviance (i.e. organisational and interpersonal deviance) and (2) to assess the mediation of neutralisation in the relationship between the dimensions of opportunity, job pressure and workplace deviance.

Design/methodology/approach

The present study drew from the fraud triangle theory (FTT; Cressey, 1950) and the theory of neutralisation (Sykes and Matza, 1957) to achieve the research objectives. Survey data from 356 full-time faculty members in Nigerian public universities were collected. Partial least square-structural equation modelling (PLS-SEM) was employed to analyse the data.

Findings

The results indicated that opportunity and job pressure significantly affected workplace deviance. As expected, neutralisation was found to mediate the negative relationship between ethical climate and interpersonal deviance and the positive relationship between workload, work pressure and interpersonal deviance. Contrary to expectation, neutralisation did not mediate the relationship between opportunity, pressure and organisational deviance.

Research limitations/implications

The sample was drawn from academics in public universities and the cross-sectional nature of this study means that the findings have limited generalisations.

Practical implications

This study offers insights into the management of Nigerian public universities on the need to curb workplace deviance amongst faculty members. This study recommends that the management improve the work environment by enhancing the ethical climate and institutional policies and reviewing the existing workload that may constitute pressure to the faculty members.

Originality/value

The present study provides empirical support for the fraud triangle theory and theory of neutralisation to explain workplace deviance.

Details

European Journal of Management and Business Economics, vol. 30 no. 2
Type: Research Article
ISSN: 2444-8451

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Article
Publication date: 18 November 2019

Riann Singh

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully…

Abstract

Purpose

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships.

Design/methodology/approach

A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships.

Findings

The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance.

Originality/value

This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 8 no. 1
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 15 March 2019

Riann Singh

This paper aims to suggest that organizational embeddedness can predict workplace deviance and employee work engagement can moderate the relationship between…

Abstract

Purpose

This paper aims to suggest that organizational embeddedness can predict workplace deviance and employee work engagement can moderate the relationship between organizational embeddedness and workplace deviance such that when employee work engagement is higher, the relationship between organizational embeddedness and workplace deviance is weaker.

Design/methodology/approach

Employee data were collected from 465 frontline employees across the financial services sector in the Caribbean nation of Trinidad. A three-step multiple hierarchical regression analysis was used to test the research relationships.

Findings

The findings provided support for the propositions that organizational embeddedness predicts workplace deviance and that employee work engagement moderates the organizational embeddedness–workplace deviance relationship.

Originality/value

This study addresses a clear gap as limited studies have explored the association of embeddedness with negative work behaviours, such as deviance, and no study have examined the moderating role of engagement in this relationship.

Details

International Journal of Organizational Analysis, vol. 27 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 1 August 2016

Yen-Chun Peng, Liang-Ju Chen, Chen-Chieh Chang and Wen-Long Zhuang

The purpose of this paper is to examine the relationship between workplace bullying and workplace deviance. This study also examined the mediating effect of emotional…

Abstract

Purpose

The purpose of this paper is to examine the relationship between workplace bullying and workplace deviance. This study also examined the mediating effect of emotional exhaustion and the moderating effect of core self-evaluations (CSE) in the relationship between workplace bullying and workplace deviance.

Design/methodology/approach

Convenience sampling was used in this study; 262 caregivers at a long-term care institution in Taiwan participated in the study.

Findings

The results of this study showed that workplace bullying positively and significantly influenced workplace deviance; emotional exhaustion fully mediated the relationship between workplace bullying and deviance; and CSE significantly moderated the relationship between workplace bullying and deviance.

Research limitations/implications

The self-reporting method and cross-sectional research design adopted in this study might have resulted in common method variance and limited the ability to make causal inferences. This study suggest future studies to obtain measures of predictor and criterion variables from different sources or ensure a temporal, proximal, or psychological separation between predictor and criterion in the collection of data to avoid the common method bias.

Practical implications

Businesses should establish a friendly work environment and prevent employees from encountering workplace bullying. Next, an unbiased process for internal complaints should be established. Finally, this study suggests recruiting employees with high CSE.

Originality/value

This study was the first to simultaneously consider the effect of emotional exhaustion (a mediator) and CSE (a moderator) on the relationship between workplace bullying and workplace deviance.

Details

Employee Relations, vol. 38 no. 5
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 15 February 2019

Hong Zhu, Yijing Lyu and Yijiao Ye

This study aims to examine the effect of workplace sexual harassment (WSH) on hospitality employees’ workplace deviance and family undermining behaviors by focusing on the…

Abstract

Purpose

This study aims to examine the effect of workplace sexual harassment (WSH) on hospitality employees’ workplace deviance and family undermining behaviors by focusing on the mediating effect of depression.

Design/methodology/approach

This research uses a three-phase field survey to collect data from hotels in China with a final sample of 266 hospitality employees. Data analysis techniques include descriptive statistics, confirmative factor analysis and hierarchical multiple regression.

Findings

This research finds that WSH is positively related to workplace deviance; WSH positively affects family undermining; depression is a mediator in the relationship between WSH and workplace deviance; and depression mediates the relationship between WSH and family undermining.

Originality/value

First, this research goes beyond the existing WSH literature by extending outcome variables to workplace deviance. Second, it is among the first to investigate the relationship between WSH and hospitality employees’ family life. Third, the examination of depression as a mediator advances the literature by unraveling the mediating mechanism underlying the effects of WSH on hospitality employees.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 2
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 3 December 2020

Guglielmo Faldetta

This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity…

Abstract

Purpose

This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process.

Design/methodology/approach

This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations.

Findings

This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance.

Originality/value

Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.

Details

International Journal of Organizational Analysis, vol. 29 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 24 August 2018

Muhammad Yasir and Amran Rasli

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Advances in Management Research, vol. 15 no. 4
Type: Research Article
ISSN: 0972-7981

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Article
Publication date: 23 October 2007

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

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.

Details

Corporate Governance: The international journal of business in society, vol. 7 no. 5
Type: Research Article
ISSN: 1472-0701

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Article
Publication date: 2 February 2018

Pooja Malik and Usha Lenka

This paper aims to propose an integrated conceptual framework depicting the antecedents of workplace deviance. This framework demonstrates three broad categories of…

Abstract

Purpose

This paper aims to propose an integrated conceptual framework depicting the antecedents of workplace deviance. This framework demonstrates three broad categories of antecedents of workplace deviance incorporating individual, interpersonal and organizational antecedents. The identified antecedents were later ranked in the order of their impact on workplace deviance.

Design/methodology/approach

PRISMA diagram was used to conduct the systematic literature review and identify the antecedents of workplace deviance. The identified antecedents were later ranked using analytic hierarchy process (AHP). For AHP, data were collected from 20 HR managers and academicians employed in various Indian organizations and institutes.

Findings

This study identified three categories of antecedents of workplace deviance, namely, organizational, interpersonal and individual antecedents. Results of AHP indicated that organizational antecedents have the most significant role in overcoming workplace deviance (18.92 per cent), which was followed by individual (1.47 per cent) and interpersonal level antecedents (1.28 per cent).

Practical implications

This study posits that organizations should avoid unfavorable exchange with its employees by providing suitable organizational and interpersonal practices and by conducting ethical programs and workshops to discourage deviant practices. Moreover, organizations should conduct integrity tests, personality assessment tests to avoid individuals with negative personality characteristics.

Originality/value

This study adds to the literature on workplace deviance by identifying and classifying all the proposed antecedents of literature in an integrated framework. Moreover, this study used techniques of PRISMA and AHP, which represents novelty in the literature of workplace deviance.

Details

Journal of Indian Business Research, vol. 10 no. 1
Type: Research Article
ISSN: 1755-4195

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Article
Publication date: 9 March 2012

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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