Search results

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 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.

A literature review on current positive and negative deviant workplace behavior was conducted.

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.

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.

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.

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.

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).

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.

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.

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.

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.

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.

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.

Drawing on the social exchange theory, this study aims to examine the association between interpersonal conflict and task performance as well as the mediating and moderating roles of workplace deviance and emotional intelligence, respectively, in this association.

Two studies were designed to test the authors’ hypotheses using multiwave and multisource data collected from 173 (187) subordinates and their immediate supervisors from Pakistan.

An important reason that interpersonal conflict diminishes employees’ task performance is that employees are engaged in workplace deviance. This indirect effect is less salient when employees are more emotionally intelligent.

One way to improve employees’ task performance could be to reduce and manage interpersonal conflicts, especially through interventions aimed at increasing employees’ emotional intelligence levels.

This research contributes to the literature by demonstrating that employees’ emotional intelligence is a boundary condition that alters the association between interpersonal conflict and employee task performance directly and indirectly via workplace deviance.

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.

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.

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.

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.

The purpose of this paper is to pin point the root causes for the deviant workplace behaviour in the government sector of Pakistan.

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.

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.

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.

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.

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.

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 present study aims to analyze the effect of workplace incivility and coworker deviant behavior on turnover intentions and nurses' job performance.

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.

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.

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.

The nursing literature is devoid of evidence about how workplace incivility and coworker deviant behavior influence employee outcomes.

Limited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervision are more likely to develop intentions to leave their job. Abusive supervision is expected to indirectly spur workplace deviance, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace deviance, thereby forming a moderated-mediation model.

Employee data were collected from 228 frontline employees within the banking sector of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research relationships.

The findings provided support for the propositions that abusive supervision predicts turnover intentions, that turnover intentions mediate the abusive supervision – workplace deviance relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace deviance.

This study addresses a clear research gap, as no study has examined how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. In fact, few studies have explored the behaviour of reluctant stayers and the moderating role of job alternatives in the behaviours of such stayers.