Search results
1 – 10 of over 6000Yi Zhang, Jingyi Zhao and Jian Qin
In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help…
Abstract
Purpose
In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help customers. The study sought to explore the influence mechanism of servant leadership on specific dimensions of customer-oriented deviance from the manager’s perspective, examine the mediating role of psychological security, and the moderating role of error management climate in the process.
Design/methodology/approach
We conducted an online survey study in China from April 10 to 29, 2023. We use online survey questionnaire technique and random sampling method for data collection. The authors collected 385 questionnaires from China and tested the model by SPSS 26.0 and AMOS 24.0.
Findings
The results show that servant leadership significantly promotes employees' deviant customer-oriented behaviors, psychological security plays a mediating role between servant leadership and deviant customer-oriented behaviors, and error management climate has a positive moderating effect between servant leadership and deviant customer-oriented behaviors.
Originality/value
This study explores the influence mechanism of servant leadership on deviant customer-oriented behaviors. The results of this study not only enrich the theoretical research on the formation mechanism of deviant customer-oriented behaviors but also provide a reference for leaders to correctly view and effectively manage employees' deviant customer-oriented behaviors.
Details
Keywords
Rima M. Bizri and Sevag K. Kertechian
This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves…
Abstract
Purpose
This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.
Design/methodology/approach
Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.
Findings
The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.
Research limitations/implications
To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.
Originality/value
An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.
Details
Keywords
This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in…
Abstract
Purpose
This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.
Design/methodology/approach
The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.
Findings
The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.
Research limitations/implications
The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.
Originality/value
The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.
Details
Keywords
Erin M. Richard, Christa P. Bupp and Raad G. Alzaidalsharief
We examine whether supervisor support and empathy moderate the relationship between customer injustice and employee display rule deviance through a reduction in employee anger.
Abstract
Purpose
We examine whether supervisor support and empathy moderate the relationship between customer injustice and employee display rule deviance through a reduction in employee anger.
Methodology
Working adults (N = 214) completed an online survey assessing their experiences with customer injustice, feelings of anger, and the extent to which they deviated from emotional display rules over the past month. Participants also completed a measure of trait anger (a control variable), and they rated their supervisor’s general support and empathy.
Findings
Supervisor empathy (but not supervisor support) buffered the relationship between customer injustice and employee anger. In turn, reduced employee anger is related to lower display rule deviance. Country (United States vs. India) also moderated the effect of anger on display rule deviance; the relationship was stronger in India than in the United States.
Practical implications
Service industry employees typically are expected to regulate their emotional displays by displaying positive emotions and hiding negative emotions. Meeting these display rules is considered paramount to providing good service. Unfortunately, customers sometimes treat service employees in a disrespectful or unfair manner, and the resulting employee anger may cause employees to break emotional display rules. It is difficult to control customer behavior, but our results suggest that empathetic managers may help employees manage the negative emotions that result from customer mistreatment. Thus, selecting and training managers to show empathy may improve customer service by resulting in more resilient employees.
Details
Keywords
Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e.…
Abstract
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.
Details
Keywords
Jonathan Furneaux and Craig Furneaux
The purpose of this chapter is to analyse the deviant behaviour of individuals in organisations. Deviants are those who depart from organisational norms. A typology of perceived…
Abstract
Purpose
The purpose of this chapter is to analyse the deviant behaviour of individuals in organisations. Deviants are those who depart from organisational norms. A typology of perceived deviant behaviour is developed from the deviance literature, and subsequently tested.
Methodology/approach
Star Trek: Into Darkness text is qualitatively analysed as a data source. Three different character arcs are analysed in relation to organisational deviance. Starfleet is the specific, fictional, organisational context.
Findings
We found that the typology of deviance is conceptually robust, and facilitates categorisation of different types of deviant behaviour, over time.
Research limitations/implications
Deviance is socially ascribed; so better categorisation of such behaviour improves our understanding of how specific behaviour might deviate from organisational norms, and how different behaviours can mean individuals can be viewed positively or negatively over time.
Further research might determine management responses to the different forms of deviance, and unpack the processes where individuals eschew ‘averageness’ and become deviants.
Practical implications
The typology advanced has descriptive validity to describe deviant behaviour.
Social implications
Social institutions such as organisations ascribe individual deviants, both negatively and positively.
Originality/value
This chapter extends our understanding of positive and negative deviance in organisations by developing a new typology of deviant behaviour. This typology has descriptive validity in understanding deviant behaviour. Our understanding of both positive and negative deviance in organisational contexts is enhanced, as well as the utility of science fiction literature in ethical analysis.
Details
Keywords
Basit Abas, Tan Vo-Thanh, Shazia Bukhari, Srikanth Villivalam and Dagnachew Leta Senbeto
The existing hospitality and tourism literature indicates a discrepancy in the findings related to the socio-demographic variables' impact on hotel employees' socio-emotional…
Abstract
Purpose
The existing hospitality and tourism literature indicates a discrepancy in the findings related to the socio-demographic variables' impact on hotel employees' socio-emotional factors and behavioral outcomes. This study aims to provide a comprehensive understanding of this topic.
Design/methodology/approach
Using a questionnaire, primary data were gathered from hotel employees in the Union Territory of Jammu and Kashmir, India from February to June 2022. A total of 416 valid responses collected through offline mode were used in the data analysis. Multiple linear regressions were done using SPSS V.29.
Findings
The findings show that the socio-demographic characteristics of respondents significantly affect socio-emotional factors at work as well as interpersonal deviance and organizational deviance.
Practical implications
Policymakers and hotel managers can implement training and development programs that assist hotel employees with diversified socio-demographic attributes in handling stress, developing their emotional intelligence and minimizing workplace deviance. The study also provides hotel managers with actional recommendations to reduce work–family conflict, social disparity among employees and their emotional exhaustion.
Originality/value
The study adds to the literature with a comprehensive framework regarding the role of various socio-demographic traits in fostering interpersonal deviance, organizational deviance and socio-emotional factors at work.
Peer review
The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-04-2023-0304
Details
Keywords
Rashmi Dewangan and Manoj Verghese
This study aims to explore the impact of organizational climates on constructive workplace deviance by examining staff attitudes to four dimensions of institutional climate…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
Details
Keywords
The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian…
Abstract
Purpose
The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian practises, developmental appraisals, family-friendly practises, engagement practises and generous benefits, are associated with perceived organisational support (POS) and destructive deviance in the context of Indian organisational culture.
Design/methodology/approach
In total, 265 middle-level IT personnel provided the study's data. To test the suggested study hypotheses, confirmatory factor analysis and PROCESS Macros were used.
Findings
Results show that putting in place leadership development, professional investment, egalitarian practises, developmental appraisal, family-friendly practises, engagement practises and generous benefits generates POS that, in turn, significantly contributes to reducing destructive deviance. Additionally, POS was found to partially mediate the relationship between perceived HRM practises and destructive deviance.
Research limitations/implications
The results would help firms reduce detrimental employee deviation. To do this, managers must develop and put into effect the seven HRM practises, which demonstrate to workers that the organisation appreciates their contributions and cares about their well-being, thereby lowering disruptive deviance. In essence, IT businesses should carefully plan and implement the HRM practises they expressly want to use rather than mindlessly copying those of rival organisations. Furthermore, to adapt to the workforce's evolving needs, these HRM practises must be properly matched with both individual and organisational goals.
Originality/value
By including destructive deviance as a result of POS, this study adds to the body of research on organisational support theory. The literature on POS and negative behaviours will take a new turn with such a focus on destructive deviance. Additionally, this study encourages academics to investigate an underlying mechanism that accounts for how HRM practises affect employees' conduct. This study also adds to the sparse body of knowledge on POS for non-Western workers. The study's findings confirm that POS is a crucial concept for both Asian and Western workers.
Details
Keywords
Xian Huang, Yijiao Ye, Zhao Wang, Xinyu Liu and Yijing Lyu
Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and…
Abstract
Purpose
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.
Design/methodology/approach
The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.
Findings
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.
Practical implications
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.
Originality/value
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.
Details