Hostility, job attitudes, and workplace deviance: test of a multilevel model

The authors tested a model, inspired by affective events theory (H. M. Weiss & R. Cropanzano, 1996), that examines the dynamic nature of emotions at work, work attitudes, and workplace deviance. Sixty-four employees completed daily surveys over 3 weeks, reporting their mood, job satisfaction, perceived interpersonal treatment, and deviance. Supervisors and significant others also evaluated employees' workplace deviance and trait hostility, respectively. Over half of the total variance in workplace deviance was within-individual, and this intraindividual variance was predicted by momentary hostility, interpersonal justice, and job satisfaction. Moreover, trait hostility moderated the interpersonal justice-state hostility relation such that perceived injustice was more strongly related to state hostility for individuals high in trait hostility.     

Development of a measure of workplace deviance

The purpose of this research was to develop broad, theoretically derived measure(s) of deviant behavior in the workplace. Two scales were developed: a 12-item scale of organizational deviance (deviant behaviors directly harmful to the organization) and a 7-item scale of interpersonal deviance (deviant behaviors directly harmful to other individuals within the organization). These scales were found to have internal reliabilities of .81 and .78, respectively. Confirmatory factor analysis verified that a 2-factor structure had acceptable fit. Preliminary evidence of construct validity is also provided. The implications of this instrument for future empirical research on workplace deviance are discussed.     

Acts against the workplace: Social bonding and employee deviance

Research into the phenomenon of workplace deviance has separately focused on two types of employee rule‐breaking behavior, 1) acts against the property and assets of the organization and 2) various types of counter‐productive behavior. In an attempt to compare the theoretical and empirical similarity of these two forms of employee deviance, this paper examines the self‐reported involvement in both property and production deviance among a population of employees randomly sampled from three industry sectors and three metropolitan areas. Utilizing a weighted least squares logit regression analysis, the findings support continued conceptual separation of these two forms of employee rule‐breaking as they seem to be explained by slightly different configurations of the “social bonding” model. Involvement in property deviance seems to be primarily the result of a lack of future “commitment” to the organization, while counter‐productive behavior is better understood using a combination of “commitment, attachment, and involvement” variables in the model. Further, both forms of workplace deviance were significantly more likely to involve younger employees.     

The relations of motivational traits with workplace deviance

The authors developed and tested new theoretical relations between approach and avoidance motivational traits and deviant work behaviors. Approach motivation was divided into 3 traits: personal mastery (i.e., desire to achieve), competitive excellence (i.e., desire to perform better than others), and behavioral activation system (BAS) sensitivity (i.e., responsiveness to rewards). Avoidance motivation, which reflects one's sensitivity to negative stimuli and the desire to escape such stimuli, was conceptualized as a unitary construct. Using structural equation modeling, the authors examined the relations of these 4 motivational traits with interpersonal and organizational deviance in a sample of primarily part-time employees. For the approach motivation traits, results showed that personal mastery was negatively related to interpersonal and organizational deviance, BAS sensitivity was positively related to interpersonal and organizational deviance, and competitive excellence was unrelated to both types of workplace deviance. Finally, avoidance motivation was positively related to organizational deviance and interacted with organizational constraints to predict interpersonal deviance.     

Burnout and workplace deviance among flight attendants in Taiwan

The relationship between burnout and workplace deviance, identified as a component of job performance, was examined. Burnout was assessed with the Maslach Burnout Inventory which has three dimensions, Emotional Exhaustion, Depersonalization, and Reduced Personal Accomplishment. Workplace deviance was defined as voluntary behavior that violates significant organizational norms and threatens the well-being of an organization, its members, or both. This was assessed with the Workplace Deviance Scale, measuring the extent to which the participants had engaged in workplace deviant behavior such as taking property from work without permission, making fun of someone at work, or cursing at someone at work. Anonymous questionnaires with stamped envelopes were distributed to a sample of 1,470 Taiwanese flight attendants at the Arrival Hall of Taiwan Taoyuan International Airport. A response rate of 22.45% was obtained. After cases with missing data (n = 27) had been eliminated, the sample totaled 303, 17 men and 286 women. The average age was 28.7 yr. (SD = 4.6). Results of hierarchical regression showed that Depersonalization scores were significantly predictive of Workplace Deviance scores but not Emotional Exhaustion and Reduced Personal Accomplishment scores. Possible reasons and implications of these findings were discussed.     

Uncertainty and the role of the pawn in extended deterrence

This paper develops an incomplete information model of extended deterrence relationships. It postulates players who are fully informed about the costs of war and all other relevant variables, save for the values their opponents place on the issues at stake, i.e., the pawn. We provide consistent and intuitively satisfying parallel definitions for two types of players, Hard and Soft, in terms of the parameters of our model. We also answer several particular questions about the strategy choices of players in an extended deterrence relationship and, by identifying all the Perfect Bayesian Equilibria of the game model we construct, specify typical behavior patterns.Our most general finding is that an Extended Deterrence Game always has a unique Perfect Bayesian Equilibrium with a rather simple form. A challenger initiates for certain if the pawn is valuable enough to it and never challenges otherwise, Likewise, a defender always resists if the pawn is valuable enough and never resists otherwise.In addition to identifying threshold values for optimal strategic choice, we provide existence conditions for the two distinct types of Perfect Bayesian Equilibria. This permits us to identify the exact set of conditions associated with bluffing strategies and to develop a theory of the necessary and sufficient conditions for extended deterrence crisis initiation and its resolution.     

Crossnational deviance in the workplace: Diverging impact of organizational commitment in Canada and Belgium

Using a self-report questionnaire from the aggressor's point of view, this study contrasted employees' frustration, perception of procedural justice, organizational commitment, and their relationships to interpersonal deviance in Canada and Belgium. Significant main effects were found in both countries for frustration and procedural justice on psychological and physical violence. Moreover, hierarchical regression analyses revealed significant interactions of country by normative and continuance commitment in interpersonal deviance, indicating the unique patterns relationships in Canada and Belgium. Hofstede's model of cultural dimensions was used to discuss the results.     

Organizational citizenship behavior and workplace deviance: the role of affect and cognitions

To investigate the role of affect and cognitions in predicting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), data were collected from 149 registered nurses and their coworkers. Job affect was associated more strongly than were job cognitions with OCB directed at individuals, whereas job cognitions correlated more strongly than did job affect with OCB directed at the organization. With respect to WDB, job cognitions played a more important role in prediction when job affect was represented by 2 general mood variables (positive and negative affect). When discrete emotions were used to represent job affect, however, job affect played as important a role as job cognition variables, strongly suggesting the importance of considering discrete emotions in job affect research.     

Employee personality, justice perceptions, and the prediction of workplace deviance

We examined the relative and incremental prediction of workplace deviance (i.e., intentional acts that harm the organization or its employees) offered by personality and organizational justice perceptions in a sample of 464 employees working in a large retail organization. We found that personality - including a sixth factor called Honesty-Humility, and its facet of trait Fairness - accounted for incremental variance in deviance criteria beyond justice perceptions. We found little support for the reverse. From a practical standpoint, these findings suggest that organizations may benefit from personality-related interventions (e.g., screening job applicants for relevant traits) more so than from justice-related interventions (e.g., organizational changes involving policies and procedures) in order to reduce workplace deviance. From a research perspective, our findings highlight the advantages of considering traits beyond the Big Five (e.g., Honesty-Humility) for maximizing the prediction and understanding of deviant behaviors at work.     

When employees strike back: investigating mediating mechanisms between psychological contract breach and workplace deviance

In this article, psychological contract breach, revenge, and workplace deviance are brought together to identify the cognitive, affective, and motivational underpinnings of workplace deviance. On the basis of S. L. Robinson and R. J. Bennett's (1997) model of workplace deviance, the authors proposed that breach (a cognitive appraisal) and violation (an affective response) initiate revenge seeking. Motivated by revenge, employees then engage in workplace deviance. Three studies tested these ideas. All of the studies supported the hypothesized relationships. In addition, self-control was found to be a moderator of the relationship between revenge cognitions and deviant acts; the relationship was weaker for people high in self-control.     

Interactive effects of personality and perceptions of the work situation on workplace deviance

Previous research on workplace deviance has examined the relationship of either personality or employees' situational perceptions with deviant behavior. In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. Using 4 samples of employees and multiple operationalizations of the core constructs, the authors found support for the hypothesis that positive perceptions of the work situation are negatively related to workplace deviance. In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness.     

Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs

In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypothesis. The implications of the results for understanding destructive behaviors in the workplace are examined.     

Testing different types of genotype-environment correlation: an extended children-of-twins model

This study presents an extended children-of-twins model, which allowed the authors to test the direction of the association between parenting and child adjustment. Three mechanisms were examined: direct phenotypic influence of parenting on child behavior (controlling for both parental and child genotype), passive genotype-environment correlation, and evocative genotype-environment correlation. This model was tested with Monte Carlo simulations. The authors generated data sets consisting of 1,000 twin parent pairs together with their children and 1,000 twin children pairs together with their parents. These simulated data sets were then used to estimate the model, and the procedure was repeated 1,000 times. The simulation results showed that this model recovered the true values of parameters with high precision. The model was also applied to an observed data set to analyze, as a first example, the association between maternal emotional overinvolvement and child internalizing problems. The results showed that this association was best explained by evocative genotype-environment correlation.     

How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective

Based on uncertainty management theory [Lind, E. A., & Van den Bos, K., (2002). When fairness works: Toward a general theory of uncertainty management. In Staw, B. M., & Kramer, R. M. (Eds.), Research in organizational behavior (Vol. 24, pp. 181–223). Greenwich, CT: JAI Press.], two studies tested whether a management style depicting situational uncertainty moderates the relationship between abusive supervision and workplace deviance. Study 1, using survey data from 379 subordinates of various industries, found that the positive relationship between abusive supervision and organizational deviance was stronger when authoritarian management style was low (high situational uncertainty) rather than high (low situational uncertainty). No significant interaction effect was found on interpersonal deviance. Study 2, using survey data from 1477 subordinates of various industries, found that the positive relationship between abusive supervision and supervisor-directed and organizational deviance was stronger when employees’ perceptions of their organization’s management style reflected high rather than low situational uncertainty.     

Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis

We conducted a two-study examination of relationships between abusive supervision and subordinates’ workplace deviance. Consistent with predictions derived from power/dependence theory, the results of a cross-sectional study with employees from three organizations suggest that abusive supervision is more strongly associated with subordinates’ organization deviance and supervisor-directed deviance when subordinates’ intention to quit is higher. The results also support the prediction that when intention to quit is higher, abusive supervision is more strongly associated with supervisor-directed deviance than with organization-directed deviance. These results were replicated in a second study, a two-wave investigation of people employed in a variety of industries and occupations.     

Why people harm the organization and its members: Relationships among personality,organizational commitment,and workplace deviance

Based on the five-factor model of personality traits and social exchange theory, this study examines the relationships of personality traits, organizational commitment, and two target-based factors of workplace deviance (organizational deviance and interpersonal deviance), using a sample of 113 South Korean employees. By the use of path-analysis, we first found that Agreeableness, Conscientiousness, and Emotional Stability were meaningfully related to organizational commitment. In addition, both the effect of Conscientiousness on organizational deviance and the effect of Agreeableness on interpersonal deviance were partially mediated by organizational commitment. In sum, results clearly show that the personality traits of Conscientiousness (impersonal) and Agreeableness (interpersonal) function differently in predicting workplace deviance.     

Mastery approach and performance approach: the differential prediction of organizational citizenship behavior and workplace deviance,beyond HEXACO personality

Goal orientation has become one of the most studied motivational constructs in the psychology literature. However, in organizational contexts, the research focus to date has largely centered on the relationship between goal orientation and task performance—neglecting the valuable contribution of non-task work behaviors, such as workplace deviance and organizational citizenship behavior (OCB) to organization functioning. In this paper, we addressed this gap in the literature by investigating the differential prediction of performance approach and mastery approach goal orientation on workplace deviance and OCB, beyond personality correlates. We hypothesize that performance approach orientation is positively associated with workplace deviance and mastery approach orientation is positively associated with OCB. A sample of employed participants (n = 114) provided self-reports of goal orientation, workplace deviance, OCB and personality. Additionally, participants nominated a well-acquainted peer to provide peer-reports of their personalities. When controlling for personality, performance approach orientation positively predicted workplace deviance whereas mastery approach orientation positively predicted organizational citizenship behavior. This study is the first to our knowledge to explore the relationships between goal orientation and non-task work behaviors and to show that goal orientation adds to the understanding of workplace deviance and OCB, beyond personality. Practical implications and directions for future research are discussed.     

a new typology of deviance: integrating normative and reactivist definitions of deviance

The concept of positive deviance is marginalized in deviance literature by the focus on negative deviance and the absence of comprehensive conceptions of deviance. Current conceptions of positive deviance simply parallel definitions of negative deviance, namely normative and reactivist conceptions. Normative definitions posit positive deviance as behaviors and attributes that exceed normative expectations (e.g., overconformity), such as overachieving students. Reactivist definitions view positive deviance as positively evaluated behaviors and attributes, such as athletic talent. We propose a new typology, which cross-classifies reactivist and normative definitions of deviance and more precisely distinguishes positive deviance, along with three other categories of deviance. Negative deviance, the traditional focus of the sociology of deviance, refers to behaviors that involve underconformity or nonconformity to norms and negative evaluations. Rate-busting refers to overconformity that is negatively evaluated. Deviance admiration refers to underconformity that is positively evaluated. Positive deviance refers to overconformity that is positively evaluated. This typology compensates for deficiencies in the separate conceptions of deviance by highlighting their contradictions (e.g., reactivists fail to consider rate-busting; normative theorists ignore deviance admiration). Current and historical examples in each category illustrate the utility of the new typology. The typology also accommodates the contextual nature of deviance, accentuates the role of power in defining deviance, and suggests the value of general theories of behavior as opposed to specific theories of ''deviant behavior.''     

The impact of “non-targeted traits” on personality test faking,hiring, and workplace deviance

Evidence suggests that job applicants often “fake” on pre-employment personality tests by attempting to portray an exceedingly desirable impression in order to improve the likelihood of being selected. In the current research we shed light on the personality characteristics of those individuals who seem most likely to engage in faking. We refer to these personality variables as non-targeted traits when they are not directly targeted by the organization’s pre-employment personality test. These traits, however, may have an influence on targeted scores used for employment decision making through their effect on faking. Findings suggest that individuals will be more likely to be hired if they are low on non-targeted traits including Honesty–Humility, Integrity, and Morality, and high on Risk Taking. Such individuals also reported higher levels of workplace deviance in their current jobs. Thus, it seems that individuals low on Honesty–Humility, Integrity, and Morality, and individuals high on Risk Taking, may be most likely to engage in personality test faking, be hired, and participate in workplace deviant behaviors if these traits are not directly targeted in selection.     

Learning and expertise with scientific external representations: an embodied and extended cognition model

Phenomenology and the Cognitive Sciences - This paper takes an embodied and extended cognition perspective to ER integration – a cognitive process through which a learner integrates external...