This research examined the effect of social class on the relationship between abusive supervision and workplace deviance. Within the social class literature we found conflicting theoretical arguments regarding the effect that social class would have on responses to abuse. To address this discordance we examined the effect of social class on responses to abusive supervision in four samples using multiple methods. Results confirmed that social class moderates the association between abusive supervision and workplace deviance. Specifically, the effect of abusive supervision on workplace deviance was stronger for higher social classes. In our laboratory research, the use of an abusive supervision prime and a subjective social class manipulation provided preliminary evidence for this effect. Our multi-wave field research provided evidence that these findings extend to actual employee behavior (i.e., interpersonal and organizational deviance). Implications for the abusive supervision literature are discussed.

Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams. However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity. When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. Past research indicates that although deviant behavior in the workplace is not new, transgressions committed by employees have been increasing significantly every year. Beyond the focus of why employees are motivated to act against the organization, to what extent do the recent changes to the organization’s structure influence this type of behavior through their actions at the macro (organizational) and micro level (leadership). In addition, there is a related phenomenon that has aided the transformation of the workplace – namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e, virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee’s degree of virtuality. This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment.

This study investigated the contributions that cognitive ability, social connectedness, and social exclusion make to employee workplace deviance. Positive correlations were predicted between social exclusion and workplace deviance. Participants with low cognitive ability were expected to respond to social exclusion with higher rates of deviance than persons with higher cognitive functioning. In addition, participants scoring high in social connectedness were expected to engage in less deviant behavior than those who generally feel disconnected from their environment. The measurements employed included the following: the Wonderlic Personnel Test, the Social Connectedness Scale, and the Bennett and Robinson (2000) Workplace Deviance Scale. Undergraduate participants were administered a series of vignettes and measures. Social condition was manipulated according to two levels (inclusion and exclusion). The results demonstrated no significant correlation between intelligence and CWB or social connectedness and CWB. Stronger correlations were observed between the social exclusion and workplace deviance. In addition, a significant interaction was detected in which persons with low cognitive ability who felt social disconnected were more likely to engage in organizational deviance under conditions of social exclusion than their socially connected counterparts with higher cognitive functioning.

The purpose of this study is to investigate both individual and structural factors in predicting workplace deviance. Deviant workplace behavior is a prevailing and costly phenomenon in organizations. It includes a wide range of negative acts conducted by employees to harm the organization and its members. In the first section, I conducted a comprehensive literature review. In the review, I first review the current state of research on the relationship between organizational justice and workplace deviance by presenting the various theoretical frameworks, as well as empirical findings. Next, I summarize existing research patterns and identify research challenges that must be overcome in order to advance our understanding of this topic. Finally, I offer future directions researchers should undertake in justice-deviance research. Specifically, I suggest the development of more comprehensive models that include potential moderators and mediators that may better explain how and why justice judgments can lead to deviant behaviors and when the negative effect is most damaging. In the second section, I developed a theoretical model that proposes the relationship between organizational justice, organizational structure (centralization and organicity), employee perceived powerlessness, information salience about each type of justice, and workplace deviance. In the third section, I tested the model and presented the findings. Results of HLM analysis show that (1) organizational justice, perceived powerlessness, and centralization exert direct effects on workplace deviance, (2) organicity exerts direct effects on justice information salience; (3) perceived powerlessness partially mediates the relationship between centralization and organizational deviance; (4) information salience of procedural justice strengthens the effects of procedural justice on interpersonal deviance. Conclusions are drawn from the theory and findings, highlighting implications for future workplace deviance and organizational behavior research.

The corporate world today is highly competitive and in order for organizations to survive and remain competitive, they must constantly evolve through change. However, the majority of organizational changes neither result in successful implementation or foster sustained change. It is suggested that the success of changes are highly contingent on employees’ responses towards them. To this end, Islamic Work Ethic (IWE) has become a subject of growing interest amongst academia and human resource literature attempting to understand and predict employees’ responses towards organizational change, particularly in Muslim societies. Despite this, studies attempting to uncover IWE’s influence on characteristics of employees’ responses towards change have revealed varying outcomes. Thus, the nature of the relationship remains ambiguous. To tackle this gap, this study contributes to knowledge by developing a conceptual model that assists in identifying the influence of IWE on employees’ responses towards change in the shape of their commitment to change and organizational deviance behaviors. The testing of these relationships was carried out in the ever changing and developing Islamic banking industry within the Middle Eastern context of Kuwait. Through a quantitative case-study approach, data was collected from 398 branch-level employees via questionnaires. The outcomes revealed that the extent of IWE’s influence on employee commitment to change varied greatly across different components (affective, normative and continuance). On the other hand, IWE was found to negatively influence employee engagement in organizational deviance towards change. Due to such findings, several theoretical implications, practical recommendations and future research directions are put forward.

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Incivility within organizations is a rampant problem with dire consequences,including adverse effects on both job satisfaction and psychological states. This study was conducted to address the gap in the current literature that looks at incivility within organizations. To date, no studies have assessed the impact of bottom-up incivility (i.e., incivility that is directed from subordinates to supervisors) on supervisor targets. Thus, this study investigated the impact of bottom-up forms of incivility of supervisors’ mental and physical states, as well as their levels of job satisfaction. However, due to small sample sizes, the current research was expanded to address the effects of both bottom-up incivility and other forms of incivility (i.e., peer-to-peer and superior-to-subordinate). As a result, the study consisted of two samples: bottom-up targets (N = 19) and targets of all forms of incivility (N = 89). In the bottom-up sample, results showed that instances of bottom-up incivility are a significant predictor of lower levels of job satisfaction. In the sample of targets of all forms of incivility, the results indicated that incivility was a significant predictor of lower levels of mental health. In the sample of targets of all forms of incivility, hierarchical regression analyses also showed that the effects of incivility on physical health were mediated by mental health.

Cette recherche visait à mieux appréhender la déviance constructive selon Galperin (2003). Ce construit se chevauchant avec d’autres comportements hors prescrit en milieux organisationnels, comportements de citoyenneté organisationnelle (CCO, Organ, 1988) et de déviance destructive (Robinson & Bennett, 1995), nous avons choisi de les étudier également. Nous avons d'abord examiné la littérature relative à ces comportements. Puis, nous avons étudié différents déterminants attitudinaux et de perception de situation de travail pouvant leur être associés, ainsi que leurs éventuelles relations avec l’épuisement professionnel. Rappelant différents modèles de stress, nous nous sommes intéressés à la Théorie de la Conservation des Ressources (Hobfoll, 1988), dans sa proposition de lecture salutogénique de la santé au travail. Notre revue de littérature s’est achevée par l’étude de la valorisation perçue des CCO et de la déviance constructive. Notre étude 1 (151 salariés en poste en relation avec du public) explore la façon dont exigences (tensions de rôles perçues), ressources (sentiment d’efficacité personnelle, autonomie dans le travail perçue) et implications professionnelles(organisationnelle affective et dans le métier) déterminent les comportements de citoyenneté organisationnelle orientée vers les individus et de déviance (destructive et constructive), et dont ces comportements déterminent, à leur tour, l’apparition d’un épuisement professionnel.Les études 2 et 3 interrogent la perception de l’incidence de CCO et de déviance constructive sur l’évaluation produite en provenance des supérieurs hiérarchiques (étude 2, 194 salariés) et des collègues de travail (étude 3, 168 salariés) et l’effet du mode de direction organisationnel sur celle-ci. Les résultats de ces études quantitatives sont discutés, limites et perspectives présentées par chapitre. Une discussion générale propose, pour finir, d’en dégager les enseignements clés. / The aim of this study was to appraise the constructive deviance according to Galperin (2003). As this construct has in common non prescribed behaviors in organizational environments, organizational citizenship behaviors (OCB, Organ, 1988) and destructive workplace deviance (Robinson & Bennett, 1995), we found interesting to study them as well. Then we focused on different attitudinal determinants and perception of workplace situations which could be compared to it, and their hypothetical relationship with the burn out. Recalling different stress models, we examined the Conservation of Resources Theory (Hobfoll, 1988), and particularly his salutogenic perspective of health at work. We achieved our review with the study of the perceived value of the OCB and constructive deviance. Our first study (151 workers related to public) explores how job demands (perceived role tensions), resources (feeling of job selfefficacy, perceived autonomy) and professional commitment (organizational affective and occupational) determine organizational citizenship behaviors directed towards individuals and workplace deviance (destructive and constructive), and how the behaviors determine in turn burn out. Through study 2 and 3, we examined the perception of the incidence of OCB and constructive deviance on the appraisal of the managers (study 2, 194 workers), coworkers (study 3, 168 workers) and the effect of the organization on it. The results, limits and perspectives are discussed in each chapter. The key learnings are highlighted in the general discussion.

No description available.

Thesis (Ph. D. Com. (Human Resource Management)) -- University of Limpopo, 2021 / The purpose of this study was to explore workplace deviance, both constructive and destructive deviance, in order to understand and develop strategies that could be used to address different types of deviant behaviours amongst farm workers. Qualitative, explorative and descriptive research designs within the paradigm of constructivism were utilised to obtain rich and valuable data with regards to the participants’ views, experiences and meanings relating to workplace deviance, through a narrative approach to inquiry. Semi-structured interviews, using a critical incident technique, were employed in order to collect data on both constructive deviant behaviour and destructive deviant behaviour of farm workers from the research participants. Farm workers (n=30) and supervisors (n=9) from three farms belonging to the same conglomerate participated in the study. Thematic analysis was used to analyse the collected narrative data on farm workers’ workplace deviance. The study highlighted that both forms of workplace deviance, namely; constructive and destructive workplace deviance, seem to exist amongst farm workers. The various forms of constructive deviant and destructive deviant behaviours, which farm workers were more likely to engage in were identified. The constructive deviant behaviours were found to assist the farms in realising their objectives, while the destructive deviant behaviours seemed to negatively jeopardise the wellbeing of the farms. The managerial strategies which could be used in the farming sector in order to manage workplace deviance in a more holistic manner were identified. These included practices to encourage workers to engage in constructive deviant behaviours, while discouraging them from engaging in destructive deviant behaviours. The managerial practices revealed in this study may assist farm management to manage farm workers in such a way that may enhance the farms’ competitiveness. KEY CONCEPTS Workplace deviance; Destructive deviant behaviour; Constructive deviant behaviour; Farming sector; Farm workers.