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Over time, there has been a rise in deviant behavior among hotel employees. This scenario motivates researchers and practitioners to address the issue. The study aims to examine the influence of socio-psychological factors (abusive supervision, workplace ostracism, work-family conflict and emotional exhaustion) on workplace deviance (interpersonal and organizational deviation) in the hotel industry with the moderating effect of interpersonal justice and perceived organizational support.

We gathered data from 416 employees in the hotel industry by employing a convenience sampling method and administered structured questionnaires. Subsequently, we conducted data analysis using structural equation modeling (SEM).

Results showed that abusive supervision had a direct impact on work-family conflict, emotional exhaustion and interpersonal and organizational deviation; similarly, workplace ostracism had a positive impact on work-family conflict, interpersonal and organizational deviation, but it did not significantly impact emotional exhaustion. Finally, interpersonal justice had significant moderators between abusive supervision and interpersonal and organizational deviation.

This study contributes to the extent of research on the antecedents of interpersonal and organizational deviance and the mediating roles of work-family conflict and emotional exhaustion. Secondly, this research developed an integrated conceptual framework for categorizing the causes of interpersonal and organizational deviance by checking the mediation effect of work-family conflict (WFC) and emotional exhaustion (EE). Perceived organizational support (POS) and interpersonal justice (IPJ) as moderators, which is an addition to earlier works in this field of research.

Based on the emerging stream of research in moral psychology and behavioral ethics which shows that accessibility of moral constructs influences ethical decisions, judgments, and behaviors, perceived deviance tolerance (PDT) is defined as “leaders’ tolerance of deviance perceived by employees.” The purpose of this paper is to propose and empirically test a theoretical model that explains how and why PDT influences employees’ moral psychology and behaviors in interpersonal contexts.

The study takes 298 leaders and 429 employees from 16 large Chinese enterprises as samples.

Results across two studies provide consistent support for the proposed model and advance our understanding about how employees’ perception of leaders’ deviance tolerance influences their negative and positive behaviors.

Thus, findings of this research contribute to knowledge on the interpersonal effects of cognition in employees’ behaviors and enrich the application of social control theory.

This study aims to investigate the link between amotivation and workplace deviance. The authors further outlined how the relationship between amotivation and deviant behavior can be mitigated via proactive work strategies such as job crafting and career outcome expectations.

The authors conducted a convergent design, mixed-method study to investigate workplace deviance as an outcome of amotivation or the lack of motivation towards an activity. The quantitative data from cross-sectional surveys entailed 127 respondents. The qualitative data comprised of 25 in-depth interviews. The authors sought insights from individuals' lived experiences to understand how amotivated individuals behave at work.

The quantitative findings contended a significant relationship between amotivation and organizational deviance. The authors also found evidence for the buffering role of career outcome expectations on amotivation and deviance. Finally, avoidance job crafting has been shown to significantly attenuate the aforementioned relationship. The qualitative study identified three broader themes about amotivated individuals' work outcomes.

Amotivation can arise among individuals who feel trapped in a job they want to exit and can result in a range of dysfunctional outcomes including workplace deviance. While amotivated employees may be hard to flag, employers can keep such individuals from demonstrating workplace deviance through placing interventions such as job crafting and career development programs.

The existing literature on work motivation has predominantly overlooked the role of amotivation in determining employee outcomes. The current research generates a new line of inquiry by identifying workplace deviance as an outcome of amotivation. The authors further highlighted that such dysfunctional outcomes of amotivation can be mitigated by job crafting and career outcomes expectancies.

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.

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

The purpose of this paper is to investigate the relationship between diminished employee well-being and interpersonal deviance.

In a survey, 380 employees from 107 organizations were asked about their psychological and social well-beings. Participants reported their experiences of irritation, depression and anxiety for psychological well-being. A modified scale of social well-being captured participants’ scores on social integration and social acceptance. Respondents also self-reported incidents of interpersonal deviance against coworkers.

The results demonstrate that only irritation, not depression or anxiety, was positively related to interpersonal deviance. Socially accepting individuals were less likely to engage in deviant acts against their coworkers. Furthermore, respondents scoring high on both neuroticism and depression were reporting more acts of interpersonal deviance.

Based on these findings, the role of intent in the study of workplace deviance is discussed.

The findings of this study suggest that diminished well-being can be a catalyst for other negative outcomes in the workplace. Management should be concerned with the affective state of employees as the experiences of one person may translate into experiences for others. Given the complexity of human experiences, decision makers in organizations should consider emotional state and experiences in developing practices for deviance prevention. Attention and intervention initiatives devoted to improving well-being and social health of employees might be more effective than discipline policies.

Deviant behaviors are often conceptualized as intentional acts. The findings of this research paper provide some evidence that factors other than harmful intend may motivate transgressions against coworkers.

The purpose of this paper is to propose a conceptual framework associating globalization, workforce diversity, and deviance and suggest micro-macro HRM strategies to overcome challenges associated with the workforce diversity and workplace deviance.

A systematic review of literature of past 25 years was carried out with the key word “globalization, workforce diversity, and deviance” from several electronic databases.

Findings propose micro-macro HRM strategies to be adopted by HR practitioners in Association of Southeast Asian Nations (ASEAN) organizations to manage workforce diversity and deviance in the age of globalization.

The challenges due to workforce diversity may get worse because ASEAN is more incongruent in terms of phases of economic, social, cultural, and political advancement. Therefore, proposed model can be tested and compared in different ASEAN organizations.

There is a dearth of literature associating globalization, workforce diversity, and deviance. This paper bridges this gap by proposing a conceptual framework in the ASEAN context and suggests micro-macro HRM strategies to be adopted by HRM practitioners to overcome associated challenges with workforce diversity and deviance.

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.

This study aims to explore the impact of organizational climates on constructive workplace deviance by examining staff attitudes to four dimensions of institutional climate: academic; administrative; developmental; and financial. Though carried out with exclusively academic staff working in university environments, it has considerable potential as a pilot for adaptation to the needs of managers and carers working with intellectually challenged offenders and their families.

Data from a purposive (non-probability) sample of 357 academicians used in technical education in public or private organizations were collected electronically using a Likert-type questionnaire. Analytic techniques used in this study include measurement model assessment and structural equation modeling.

Respondents indicated that institutional climate significantly influences employees in how they exhibit constructive deviance in their workplace behavior. Practices such as whistle blowing, prosocial rule-breaking and openly expressing their concerns are common symptoms exhibited in constructive deviant behavior. An employee who is positively influenced by the organization’s climate would stand up against any policy or activity that could disrupt or harm the company’s operations and reputation. Results imply that, of the four climate variables analysed, financial climate has the most influence on positive deviance, followed by developmental and administrative climates, with academic climate having the least influence.

The current study’s target population is the academicians working as faculty members in the field of technical education, having multiple implications for the management of institutions. The findings of the study emphasize the significance of their workplace policies and ethics. Given the indication that financial climate appeared to be the most influential of the dimensions under study, this would emphasize the need to develop an environment where there is no irrelevant discrimination in pay based solely on gender, caste or creed.

To the best of the authors’ knowledge, this study is the first attempt to understand and describe its four key elements together as contributory factors to constructive deviance in an organization.

The objective of this study was to conduct a bibliometric analysis of the existing literature on organizational deviance to assess how far this concept has progressed since its introduction in the domain of organizational behavior.

This study employs bibliometric methodologies (citation analysis, co-citation analysis and co-occurrence of author keywords) using VOSviewer. The Scopus database was used, as it is the largest database of scholarly literature.

The findings indicate the character and direction of organizational research over the past two decades. Organizational deviance due to psychological contract breach, organizational deviance in the context of organizational cynicism and organizational deviance in the context of psychological capital are the three major themes in the literature on organizational deviance. In addition, the study highlights the most significant authors, journals, institutions and nations in the field of value co-creation research as well as potential future research areas in this area.

The use of a single database and the inability to contextualize the citation structure of papers revealed by the review are limitations of this study.

This study examines the structure of the literature on organizational deviance and charts the field's evolution over time.