Deviance (Organizational Behaviour)
Introduction In the past 10 years, more and more research has come to the forefront regarding organizational deviance. It is widely accepted that employee deviance has been increasing in recent years and the topic has become much more publicly discussed, especially in light of recent scandals such as Enron and WorldCom (Appelbaum et al., 2005, p. 43), and, most recently, with the mortgage crisis in the US economy. In addition, employee deviance has a large effect on the economy with some researchers estimating the financial cost of employee theft to be $50 billion in the US economy (Coffin, 2003) (Henle, 2005, p. 247). Furthermore, employees in today’s technologically advanced society are able to express deviance in new and modern ways such as “Cyberloafing” or workplace Internet deviance which some studies report can take up to 40% of an employee’s day (Zoghbi-Manrique de Lara, 2006, p. 581). These new forms of deviance affect an organization’s bottom line as it tries to control employee deviance through “preventative measures along the lines of tightening vigilance and strengthening supervision of their employees” in an ever-changing society (Zoghbi-Manrique de Lara, 2006, p. 581). The purpose of this paper is to provide a discussion of the current literature in organizational deviance with a focus on the primary causes of deviant behavior as a result of stress in the modern workplace. To accomplish this task, this article will provide a working definition of organizational deviant behavior including an overview of the causes of employee deviant behavior, as well as a framework for studying this phenomenon. Second, it will highlight the causes of increased workplace deviance in modern organizations through an in depth look at stress and its more recent causes; competition, empowerment, downsizing, technological change and work/home conflict as key influential causes of deviance progress in modern organizations. To conclude, there will be a short
References: Appelbaum, S.H., Deguire, K.J., and Lay, M. (2005), “The relationship of ethical climate to deviant workplace behaviour”, Corporate Governance, Vol. 5, no. 4, pp. 43-55. Appelbaum, S.H., Iaconi, G.D., and Matousek, A. (2007), “Positive and negative deviant workplace behaviors: causes, impacts, and solutions”, Corporate Governance, Vol. 7, no. 5, pp. 586. Appelbaum, S.H. and Shapiro, B.T. (2006), “Diagnosis and Remedies for Deviant Workplace Behaviors”, Journal of American Academy of Business, Cambridge, Vol. 9, no. 2, pp. 14-20. Bennett, R.J. and Robinson, S.L. (2003), “The past, present and future of workplace deviance research”, in Greenberg, J. (Ed.), Organizational Behavior: The State of the Science, 2nd ed., Erlbaum, Mahwah, NJ, pp. 247-81. Blau, P.M. (1964), Exchange and Power in Social Life, John Wiley & Sons, Hoboken, NJ. Bolin, A. and Heatherly, L. (2001), Predictors of Employee Deviance: The relationship between bad attitudes and bad behavior”, Journal of Business and Psychology, Vol. 15, No. 3, pp. 405-418. Brockner, J. (1988). Self-esteem at work. Eexington, MA: Eexington Books. Chen, P. and Spector, P. (1992), ‘‘Relationships of work stressors with aggression, withdrawal, theft, and substance use: an explorative study’’, Journal of Occupational and Organizational Psychology, Vol. 62, pp. 177-84. Coccia, C. (1998), “Avoiding a toxic organization”, Nursing Management, Vol. 29 No. 5, pp. 32-4. Coffin, B. (2003), “Breaking the Silence on White Collar Crime”, Risk Management, Vol. 50, pp. 8. DeFrank, R.S. and Ivancevich, J.M (1998), “Stress on the job: An executive update”, The Academy of Management Executive, Vol. 12, no. 3 pp. 55-66. Devine, K., Reay, T., Stainton, L., and Collins-Nakai, R. (2003), “Downsizing Outcomes: Better a Victim Than a Survivor?”, Human Resource Management, Vol. 42, no. 2, pp. 109-124. Diefendorff, J.M., and Mehta, K Everton, W.J., Jolton, J.A., and Mastrangelo, P.M. (2007), “Be nice and fair or else: understanding reasons for employees ' deviant behaviors”, The Journal of Management Development, Vol. 26, pp. 117-131. Galinsky, E. (1999), Ask the children: What America’s children really think about working parents. New York: William Morrow. Giacolone, R.A. and Greenberg, J. (1997), Antisocial Behavior in Organizations, Sage Publishing, Thousand Oaks, CA. Goeman, C.K. (2003), “The New Loyalty Compact: Organization-Employee Loyalty is Reborn" in Levin, S. (Ed.) Link & Learn Newsletter, http://www.linkageinc.com/ Greenberg, J Haddock, S.A., Zimmerman, T.S., Lyness, K.P., Ziemba, S.J. (2006), “Practices of Dual Earner Couples Successfully Balancing Work and Family”, Journal of Family and Economic Issues 27, No. 2, pp. 207-234. Henle, C.H. (2005), “Predicting Workplace Deviance From the Interaction between Organizational Justice and Personality”, Journal of Managerial Issues, Vol. 17, No. 2, pp. 247-263. Hiltrop, J.M. (1995), “The changing psychological contract: The human resource challenge of the 1990s”, European Management Journal, Vol. 13, Iss. 3, pp. 286-294. Liao, H., Joshi, A. and Chuang, A. (2004), “Sticking out like a sore thumb: employee dissimilarity and deviance at work”, Personnel Psychology, Vol. 57 No. 4, pp. 969-1000. Lim, V.K. (2002), “The IT way of loafing on the job: Cyberloafing, neutralizing and organizational justice”, Journal of Organizational Behavior, Vol. 23, Iss. 5, pp. 675. Mangione, J.W. and Quinn, R.P. (1975), ‘‘Job satisfaction, counter-productive behavior and drug use at work’’, Journal of Applied Psychology, Vol. 60, pp. 114-16. Noer, D.M. (1993). “Healing the wounds: Overcoming the trauma of layoffs and revitalizing downsized organizations”. San Francisco: Jossey Bass. Peterson, D.K. (2002), “Deviant workplace behavior and the organization’s ethical climate”, Journal of Business and Psychology, Vol. 17 No. 1, pp. 47-61. Robinson, S.L. and Bennett, R. J. ( 1995) , “A typology of deviant workplace behavior s: a multi-dimensional scaling study”, Academy of Management Journal, Vol. 38, pp. 555-72. Robinson, S.L. and Greenberg, J. (1998), “Employees Behaving Badly: Dimensions, Determinants and Dilemmas in the Study of Workplace Deviance”, Journal of Organizational Behavior, Vol. 1, pp. 1-30. Robinson, S.L. and O 'Leary-Kelly, A.M. (1998), “Monkey see, monkey do: The influence of work groups on the antisocial behavior of employees”, Academy of Management Journal, Vol. 41, no. 6, pp. 658-672. Spreitzer, G.M Treviño, L.K., Butterfield, K.D., and McCabe, D.L. (1998), “Ethical context in organizations: influence on employee attitudes and behaviors”, Business Ethics Quarterly, Vol. 8, pp. 447 – 476. Tzafrir, S.S., Mano-Negrin, R., Harel, G.H., and Rom-Nagy, D. (2006), “Downsizing and the impact of job counseling and retraining on effective employee responses”, Career Development International Vol. 11, no. 2, pp. 125-144. Vardi, Y. and Wiener, Y. (1996), “Misbehavior in organizations: A motivational framework”, Organizational Science, Vol. 7, pp. 151-165. Zoghbi-Manrique de Lara, P. (2006), “Fear in organizations : Does intimidation by formal punishment mediate the relationship between interactional justice and workplace internet déviance? ”, Journal of Managerial Psuchology, Vol. 21, No. 6, pp. 580-592. Zoghbi-Manrique de Lara, P. and Verano-Tacoronte, D. (2007), “Investigating the effects of procedural justice on workplace deviance”, International Journal of Manpower, Vol. 28, No. 8, pp. 715-729.