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Monkey See, Monkey Do: The Influence of Work Groups on the Antisocial Behavior of Employees
Abstract
This cross-level field study, involving 187 employees from 35 groups in 20 organizations, examined how individuals' antisocial behaviors at work are shaped by the antisocial behavior of their coworkers. We found a positive relationship between the level of antisocial behavior exhibited by an individual and that exhibited by his or her coworkers. We also found that a number of factors moderated this relationship. Finally, we found that dissatisfaction with coworkers was higher when individuals engaged in less antisocial behavior than their coworkers.
... According to the concept of social contagion, counterproductive work behavior may quickly spread within a group of employees because one individual acts as a stimulus for the imitative actions of the others (Marsden, 1998a;Marsden, 1998b). Recently, the organizational behavior literature has concluded that individual workers also tend to copy the counterproductive work behavior of other employees and supervisors (Robinson and O'Leary-Kelly, 1998;Robinson et al., 2014;Liang et al., 2018;Liang and Zhang, 2019). By relying on the memetic stance as a lens of analysis (Marsden, 1998a;Marsden, 1998b;Marsden, 2001), this study argues that knowledge sabotage behavior includes a number of unique attributesextreme negative emotions, behavioral efficiency, strong cognitive and behavioral impacts, high memorability, resistance to disconfirmation and learnabilitywhich trigger a contagious chain of events when individual employees become knowledge sabotage victims (Serenko and Choo, 2020). ...
... Research suggests that individual employees tend to copy the counterproductive work behavior of their fellow co-workers (Robinson and O'Leary-Kelly, 1998;Robinson et al., 2014). ...
Purpose-This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.
Design/methodology/approach-Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.
Findings-Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.
Practical implications-Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers' turnover intention.
Originality/value-This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.
... In understanding factors or issues contributing to employees' desire to engage in CCSB, past research suggest that perspectives from environmental and/or social and cognitive influences (Merhi & Midha, 2012;Moody & Siponen, 2013) greatly impact an individual desire to engage in CCSB or not. We concur with this viewpoint given that the workplace is a social system where an individual's behaviors can be directly or indirectly influenced by their peers' (Robinson & O'Leary-Kelly 1998). Additionally, regarding cognitive abilities, the amount of skills that an individual possess to accomplish a target behavior is of paramount value in ensuring success with that act or behavior (Bandura et al., 1977). ...
... Given that the workplace is a social milieu, the behaviors of influential coworkers/supervisors are oftentimes imitated by other workers (Robinson & O'Leary-Kelly 1998). Along the same line of reasoning, workers may be influenced by coworkers'/supervisors' computer security behaviors and practices. ...
CITATIONS 0 READS 81 3 authors, including: Some of the authors of this publication are also working on these related projects: IS security in organizations; The use of blogs in higher education View project Health Informatics View project Princely Ifinedo Brock University SOCIAL-COGNITIVE MECHANISMS AND COUNTERPRODUCTIVE COMPUTER SECURITY BEHAVIORS (CCSB): AN ANALYSIS OF LINKS Very little research has been carried out to determine the links between social-cognitive mechanisms and employees' counterproductive computer security behaviors (CCSB). Accordingly, we aim to contribute to the literature in this area. A research model that drew from the social cognitive theory (SCT) was proposed and tested with data collected from professionals employed in Canadian organizations. Data analysis using the partial least squares (PLS) technique confirmed that outcome expectations (personal) and self-regulation were significant factors that impacted employees' decisions to engage or not in CCSB. The other considered SCT factors (i.e., observational learning, self-efficacy, and outcome expectations (organizational) in our study yielded insignificant results. The study's implications for practice and research are discussed.
... Обобщение публикаций позволяет выделить две разновидности деструктивного поведения, сфокусированные на отношениях человека и назначенной ему социальной роли: 1) отрицание, отказ от социальной роли, 2) сверхпринятие, слияние со своей социальной ролью. Отказ от социальной роли выражается в антисоциальных [56], дисфункциональных [40] и контрпродуктивных [41] действиях человека в отношении социальной структуры. Центральный момент разрушительной активности -это нежелание его выполнять социальную роль: трудовую [16], учебную [31], служебную [11], отбывание наказания [20] и пр. ...
В статье обсуждаются контексты проявления деструктивного поведения. Отмечается, что разрушительные
формы социального поведения людей не всегда сопровождаются применением насилия и не являются смежными с агрессией. Обращение к явлениям деструктивности позволяет очертить формы поведения, не сводимые к
агрессии или насилию, но приводящие к разрушению.
Для представления разнокачественных форм деструктивного поведения условно выделяются интраперсональный, интерперсональный и метаперсональный контексты проявления. В интраперсональном аспекте рассматриваются разрушительные формы отношения человека к собственному телу под углом самоповреждения и самоизменения. В интраперсональном аспекте описываются речевые деструктивные воздействия человека на окружающих. Отмечается, что разрушительное речевое воздействие нацелено на снижение самооценки и самоуважения собеседника в сочетании с повышением их уровня у говорящего. В метаперсональном ключе деструктивное поведение определяется в тенденциях отказа от выполнения социальной роли и слияния с нею. Показаны разрушительные следствия каждого из явлений.
Представленное обобщение практик деструктивного поведения говорит о необходимости дальнейших исследований в этой области.
... Second, although individual-level quitting can be observed easily, reliably and objectively, it is difficult for researchers to capture information on employee attitude and other behaviors at the time of quitting, and a longitudinal design is required, which is more difficult to implement (Nyberg and Ployhart, 2013). Hence, scholars drawing on Fishbein and Ajzen's theory of reasoned action (1975) have developed the "intention to quit" construct (Firth et al., 2004) which has been variously labeled as turnover intentions (Tett and Meyer, 1993), intended turnover (Werbel and Bedeian, 1989), intention to leave (Robinson and O'Leary-Kelly, 1998) and behavioral intentions to leave (Hulin et al., 1985); all these terms are treated as synonyms in this study. Since this construct is measured through a scale (Lapointe et al., 2013), it is a continuous variable and therefore, amenable to a wider range of statistical analyses that are easier to interpret. ...
Purpose
Drawing from the theory of reasoned action, this study investigated the moderators of the relationship between turnover intentions and performance at work.
Design/methodology/approach
This study employed hierarchical multiple regression to test three proposed hypotheses regarding the above relationship. It used 1,011 dyad data from employees and their supervisors from eight professional organizations in Vietnam from employees and their supervisors to reduce research bias.
Findings
Employee attitude toward change and the level of job engagement of the employee affected the nature of the relationship between turnover intentions and job performance. When the attitude toward change was less favorable, the relationship between turnover intentions and job performance was positive. However, when the attitude toward change was more favorable, the relationship between turnover intentions and job performance was non-significant. For the moderating role of job engagement, we found that for employees with a high level of job engagement, the relationship between turnover intentions and job performance was positive. However, for employees with a low level of job engagement, the relationship between turnover intentions and job performance was non-significant.
Practical implications
Unlike the implications from previous research, turnover intentions of employees might not adversely affect their performance. Under two conditions – a high level of job engagement and a less favorable attitude toward change - employees with turnover intentions might actually perform better.
Originality/value
Unlike the vast number of studies that have investigated the relationship between job performance and turnover intentions (as a proxy of turnover), this paper focuses on the relationship between turnover intentions and job performance to show evidence for two important boundary conditions.
... This influence has also been found to be an influential source for negative behaviors. In a paper titled "Monkey see monkey do…," Robinson and O'Leary-Kelly [17] found that antisocial behaviors at work are shaped by the antisocial behaviors of coworkers. Similarly, much evidence in digital piracy literature shows that if individuals believe others are pirating, they do not fear sanctions. ...
... This theory further proposed that employees within the same organization emulate supervisors' behaviors to ensure their own activities fit within acceptable norms (Mawritz et al., 2012). Employees determine what anti-social behaviors, attitudes and beliefs are appropriate in the workplace by watching and learning from their supervisor's patterns of interpersonal behaviors (Robinson and O'Leary-Kelly, 1998). Followers are then more likely to enact similar negative behaviors toward their coworkers. ...
Purpose
The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion.
Design/methodology/approach
In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively.
Findings
In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables.
Originality/value
Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.
... Consequently, dysfunctional behaviours negatively affect service employees, customers, and the organisation (Balaji et al., 2020). Dysfunctional employee behaviour should be considered to encumber service workers, particularly FLE goals and processes, in accordance with operational theories (Robinson and O'Leary-Kelly, 1998). Moreover, this behaviour violates norms that advocate for more effective service staff performance (Felps et al., 2006), even though there are negative connotations for FLEs (Cole et al., 2008). ...
... Consequently, dysfunctional behaviours negatively affect service employees, customers, and the organisation (Balaji et al., 2020). Dysfunctional employee behaviour should be considered to encumber service workers, particularly FLE goals and processes, in accordance with operational theories (Robinson and O'Leary-Kelly, 1998). Moreover, this behaviour violates norms that advocate for more effective service staff performance (Felps et al., 2006), even though there are negative connotations for FLEs (Cole et al., 2008). ...
... Past empirical research lends evidence of the positive correlation of desire for revenge with a range of deviant behaviors including aggression (Chester and DeWall, 2018;Folger and Skarlicki, 1998), theft (Greenberg, 1990), work sabotage (Skarlicki and Folger, 1997) and antisocial behavior (Robinson and O'Leary-Kelly, 1998). This discussion leads to our first hypothesis: ...
Purpose
This paper aims to investigate the influence of religiosity on the relationship between abusive supervision and deviant work behavior (DWB). This paper examines whether the desire for revenge mediates the relationship between abusive supervision and DWB and whether the strength of this relationship is moderated by religiosity.
Design/methodology/approach
The proposed relationships were examined by collecting primary data from 350 employees using multistage sampling procedures. Hayes’ Process Macro was used to analyze the proposed moderated-mediation model of abusive supervision, DWB, religiosity and desire for revenge.
Findings
The analytical findings indicate that an employee’s desire for revenge mediates the relationship between abusive supervision and DWB. However, religiosity moderates the indirect effect of abusive supervision (mediated by the desire for revenge) on DWB.
Originality/value
To the best of the authors’ knowledge, this is the first study that explores the role of individual-level religiosity in mitigating the harmful effects of abusive supervision on deviant behavior and revenge in the workplace.
... According to Zhu (2013), extra-role behavior is employee behavior that falls beyond the formally assigned job responsibilities of individuals' organizational positions yet is considered instrumental in promoting the organization's operational efficiency and effectiveness. Deviant behavior has been stated as noncompliant behavior (Puffer, 1987), antisocial behavior (Robinson and O'Leary-Kelly, 1998), workplace deviance (Robinson and Greenberg, 1998), organizational misconduct (Vardi, 2001), and dysfunctional workplace behavior (Van Fleet and Griffin, 2006). Deviant behavior is defined as "voluntary behavior that violates significant organizational norms and in doing so threatens the well-being of an organization, its members, or both" (Robinson and Bennett, 1995, p. 556). ...
The current research aims to investigate the connection between supervisors’ perceived high-commitment performance management (HCPM) and their performances (in-role, extra-role, and deviant work behavior). In addition, this paper aims to examine how perceived organizational support (POS) mediates the above relationship. The paper employs the social exchange theory as the theoretical lens to develop and suggest a positive motivational work environmental model. Our model is tested on a sample of 430 supervisors from ready-made garment (RMG) organizations, Bangladesh. Using the PLS-SEM, our model examines the direct and indirect effects of HCPM and POS on job performances. We find supports for the existence of a positive relationship from HCPM to job performance through POS mediating such a relationship. Future studies may investigate the prospective of HCPM and POS to create ideal work environments that boost employee productivity and benefit enterprises.
... Organizational tenure was controlled because it is associated with workplace aggression (Robinson & O'Leary-Kelly, 1998). In the same vein, we controlled for spouses' gender and age because these variables may influence how subordinates interact with their spouses and their spouses' relationship satisfaction (e.g., Hoobler & Brass, 2006;Ferguson, 2011). ...
In this paper, we integrate displaced aggression theory with organizational dehumanization research to examine the trickle-out effects of organizational dehumanization. Specifically, we argue that supervisors who feel dehumanized by their organization will displace their aggression toward their subordinates by engaging in supervisor undermining behaviors. Undermined subordinates, in turn, will displace their own aggression toward their family members through family undermining behaviors, ultimately impairing the latter's relationship satisfaction and perceptions of emotional support. Furthermore, these mediated relationships are exacerbated when supervisors' fear of retaliation from the organization is high. We tested the research model in two independent studies using multi-source data: (1) a four-wave investigation of 184 full-time employees along with their spouses and supervisors (Study 1) and (2) 175 supervisor-subordinate-family member triads (Study 2). Results of Study 1 suggested that supervisors' perceptions of organizational dehumanization were associated with subordinates' perceptions of supervisor undermining. This, in turn, was associated with spouse-reported undermining behaviors and ultimately spouse-reported relationship satisfaction. In Study 2, we went one step further and showed that supervisors' perceptions of organizational dehumanization were serially related to family outcomes (i.e., relationship satisfaction and perceptions of emotional support) via subordinates' perceptions of supervisor undermining and family members' reports of family undermining. Further, high fear of retaliation strengthened these mediated relationships. Theoretical and practical implications are discussed.
... Fourth, our findings highlight the importance of reducing the interpersonal aggression in organizations, especially given that evidence may be "contagious", a view echoed by Robinson and O'Leary-Kelly (1998). The mechanisms through which a group impacts individual behaviors are multifold, implying the importance of a multi-pronged approach to avoiding and reducing interpersonal aggression at the workplace. ...
... Such distresses cause the human resources in the organization to perform actions and behaviors that prevent the organization from achieving its aims [1]. One of the most important of these behaviors is counterproductive work behavior (CWB) that has piqued the interest of researchers in recent years [2]. CWBs are defined as intentional behaviors that are intended to harm the organization, its employees, or both [3]. ...
Background
Nowadays, counter-productive work behaviors (CWBs) have turned into a common and costly position for many organizations and especially health centers. Therefore the study was carried out to examine and compare the demand-control-support and effort-reward imbalance models as predictors of CWBs.
Materials and Methods
The study was cross-sectional. The population was all nurses working in public hospitals in ....., ..... of whom 320 were selected as the sample based on simple random sampling method. The instruments used were Job Content Questionnaire (JCQ), effort-reward imbalance questionnaire and counter-productivity work behaviors questionnaire. Data was analyzed using correlation and regression analysis in SPSS18.
Results
The findings indicated that both ERI and DCS models could predict CWB (P≤0.05); however, the DCS model variables can explain the variance of CWB-I and CWB-O approximately 8% more than the ERI model variables and have more power in predicting these behaviors in the nursing community.
Conclusion
According to the results, job stress is a key factor in the incidence of CWBs among nurses. Considering the importance and impact of each component of ERI and DCS models in the occurrence of CWBs, Corrective actions can be taken to reduce their incidence in nurses.
... This indicates the tremendous role that schools and local communities have in instilling just and equitable principles. Robinson and O'Leary-Kelly [1998] have built their findings, inter alia on Bandura's theory, illustrated the pervasiveness of antisocial behaviors through its contagious nature. When groups exhibit antisocial practices, individuals are more likely to adopt those actions themselves. ...
The aim of the study is to gain knowledge about the perception of the situation of LGBT students in schools. The analysis was broadened by incorporating the research question of whether there is a significant relationship between demographic variables and the beliefs and attitudes about the situation of LGBT students in schools. The study highlights the low level of common education in the field of anti-discrimination policy. An analysis of an online survey was carried out, the data were analyzed through chi-square test of independence, allowing to determine the connection of the variables. The results show a clear association between sexual orientation, belief systems, and the perception of the situation of LGBT students in the school environment. It was concluded that in order to improve the situation of LGBT students it is necessary to instruct the teaching staff in the methods of engaging in conversation with students about sexual orientation, as well as in ways of recognizing and reacting to manifestations of school homophobia. Uczniowie LGBT w szkołach. Stereotypy a rzeczywistość Celem badania jest zdobycie wiedzy na temat postrzegania sytuacji uczniów LGBT w szkołach. Analizę poszerzono o pytanie badawcze: czy istnieje istotny związek między zmiennymi demograficznymi a przekonaniami i postawami dotyczącymi sytuacji uczniów LGBT w szkołach? Badanie zwraca uwagę na niski poziom powszechnej edukacji w zakresie polityki antydyskryminacyjnej. Przeprowadzono analizę ankiety internetowej, dane poddano testom niezależności chi-kwadrat, pozwalającym na określenie związku zmiennych. Wyniki wskazują na wyraźny związek między orientacją seksualną, systemem przekonań a postrzeganiem sytuacji uczniów LGBT w środowisku szkolnym. Stwierdzono, że dla poprawy sytuacji osób LGBT w szkołach konieczne jest przygotowanie kadry nauczycielskiej do prowadzenia rozmów z uczniami na temat orientacji seksualnej oraz rozpoznawania i reagowania na przejawy szkolnej homofobii.
... The findings suggest that abusive supervision fosters cynicism. We recommend that organizations give clear guidelines to individuals about the punishment for defying organizational policies and rules by using appropriate punishment systems (Robinson and O'Leary-Kelly, 1998). Using appropriate punishment systems can reduce the misconduct and prohibited activities of superiors. ...
Purpose
Despite the number of studies on abusive supervision and voice, there is still limited knowledge on why individuals refrain themselves from information sharing. Moreover, very little is known on when individuals become cynical and when they do not under abusive supervision. Hence, to address the existing gaps in the literature this study aims to investigate the moderating role of positive reappraisal on the link between abusive supervision and cynicism; the associations between cynicism and two forms of voice, promotive and prohibitive; and the mediating effect of cynicism on the relationship between abusive supervision and voice.
Design/methodology/approach
We conducted a survey among 685 highly skilled employees and their immediate supervisors in manufacturing companies. Among the 685 responses, we excluded 258 incomplete questionnaires and thus analyzed a total of 427 responses. Hierarchical regression analysis and structural equation modeling were utilized to assess the validity of the hypotheses.
Findings
The findings indicate that positive reappraisal moderates the link between abusive supervision and cynicism; furthermore, cynicism is negatively related to promotive voice and mediates the relationship between abusive supervision and promotive voice. Moreover, the results reveal that the association between cynicism and prohibitive voice is nonsignificant and that cynicism does not mediate the link between abusive supervision and prohibitive voice.
Originality/value
This study is the first to provide empirical evidence on the moderating role of positive reappraisal on the relationship between abusive supervision and cynicism, the association between cynicism and promotive voice and the mediating role of cynicism on the link between abusive supervision and promotive voice.
Future research directions
We recommend that future research consider other forms of voice, such as acquiescent and prosocial voice, in investigating the links between cynicism and employee voice.
... Behaviours are often created based on social interactions with others [68]. In organizations where social bonding between coworkers is stronger, individuals or groups are more likely to adopt identical behaviours because of social pressure [45,81]. In cultures where teams or groups engage in communication and social interactions, some security choices may be a result of discussions between several non-experts. ...
Security policy-makers (influencers) in an organization set security policies that embody intended behaviours for employees (as decision-makers) to follow. Decision-makers then face choices, where this is not simply a binary decision of whether to comply or not, but also how to approach compliance and secure working alongside other workplace pressures, and limited resources for identifying optimal security-related choices. Conflict arises because of information asymmetries present in the relationship, where influencers and decision-makers both consider costs, gains, and losses in ways which are not necessarily aligned. With the need to promote ‘good enough’ decisions about security-related behaviours under such constraints, we hypothesize that actions to resolve this misalignment can benefit from constructs from both traditional economics and behavioural economics. Here we demonstrate how current approaches to security behaviour provisioning in organizations mirror rational-agent economics, even where behavioural economics is embodied in the promotion of individual security behaviours. We develop and present a framework to accommodate bounded security decision-making, within an ongoing programme of behaviours which must be provisioned for and supported. Our four stage plan to Capture, Adapt, Realign, and Enable behaviour choices provides guidance for security managers, focusing on a more effective response to the uncertainty associated with security behaviour in organizations.
... These dysfunctional behaviors are detrimental to organizational effectiveness. Theft, sabotage and vandalism represent serious CWBs, while actions such as lying, spreading rumors, withholding effort and absenteeism are examples of less serious, yet still harmful, CWBs (Robinson and O'Leary-Kelly, 1998). Examining task performance and CWBs together captures the full range of employee behaviors in the workplace, for it is possible for an employee to perform his/her contractual job duties and still do harm by engaging in CWBs. ...
Purpose
In the new post-COVID-19 work order, this study aims to examine whether and how individual-level social distancing interacts with workgroup-level socio-affective support to influence employee exhaustion and performance.
Design/methodology/approach
Multi-level analyses of time-lagged multi-source data from 231 employees nested in 34 workgroups were conducted to test our hypothesized relationships.
Findings
Analyses revealed a significant relationship between social distancing and employee performance via emotional exhaustion. Further, the positive relationship between social distancing and emotional exhaustion was attenuated by workgroup team orientation and support for innovation, and the indirect effect of social distancing on employee performance was weaker in workgroups with a high team orientation and high support for innovation.
Originality/value
This study extends the job demands-resources theory to the new work order and examines the impact of workplace social distancing on employee outcomes in the context of workgroup membership.
... Likewise, organizations should provide clear guidelines to their members about the consequences of violating organizational norms and standards. Hence, our next recommendation for organizations to mitigate the misconduct of supervisors is to establish appropriate systems of punishment (Robinson and O'Leary-Kelly, 1998). In doing so, organizations can reduce the inappropriate actions of supervisors and give subordinates a feeling of safety and fairness. ...
Purpose
This work assesses the contingent role of cognitive reappraisal on the link between supervisor incivility and psychological distress and examines the mediating role of psychological distress on the link between supervisor incivility and employee voice, namely, promotive and prohibitive.
Design/methodology/approach
The data were collected from 447 highly skilled employees of manufacturing companies. To evaluate the validity of the proposed hypotheses, the authors conducted hierarchical regression analysis and bootstrapping test.
Findings
The findings suggest that despite supervisor incivility, individuals with higher level of cognitive reappraisal are less likely to suffer from psychological distress, whereas individuals with a lower level of cognitive reappraisal are prone to psychological distress when individuals suffer from supervisor incivility. Moreover, the results indicate that psychological distress mediates the link between supervisor incivility and voice, namely, promotive and prohibitive.
Originality/value
This work is the first to investigate the contingency role of cognitive reappraisal on the link between supervisor incivility and psychological distress and the mediating role of psychological distress on the link between supervisor incivility and employee voice.
... Employees can exhibit many undesirable behaviors in the workplace. For example, previous organizational research identifies problematic behaviors such as sabotage , antisocial behavior (Robinson and O'Leary-Kelly 1998), counterproductive work behavior (Dalal 2005), organizational misbehavior (Vardi 2001), and organizational deviance (Bennett and Robinson 2000). In security research, phenomena such as cyberloafing (Khansa et al. 2017), phishing victimization (Jensen et al. 2017), system misuse intentions ), unethical IT use (Chatterjee et al. 2015), and cyber harassment (Lowry et al. 2017b;Lowry et al. 2016b) have been investigated. ...
Reports indicate that employees are willing to share sensitive information under certain circumstances, and one-third to half of security breaches are tied to insiders. These statistics reveal that organizational security efforts, which most often rely on deterrence-based sanctions to address the insider threats to information security, are insufficient. Thus, insiders’ computer abuse (ICA)—unauthorized and deliberate misuse of organizational information resources by organizational insiders—remains a significant issue for industry. We present a motive–control theory of ICA that distinguishes among instrumental and expressive motives and internal and external controls. Specifically, we show that organizational deterrents (e.g., sanctions) do not create motives for ICA, but weaken existing motives (e.g., financial benefits). Conversely, financial benefits and psychological contract violations create motives to perform ICA, and insiders’ self-control diminishes the influence of these motives. The implications for practice are threefold: (1) organizations should make efforts to reduce psychological contract breach for employees by increasing the congruence between expectations and reality to reduce expressive motives for ICA; (2) organizations should seek maintain personnel with adequate self-control to diminish the impact of harmful ICA motives should they arise; and (3) organizations should develop targeted sanctions for committing ICA to control the harmful influence of financial motives.
... Fourth, our findings highlight the importance of reducing the interpersonal aggression in organizations, especially given that evidence may be "contagious", a view echoed by Robinson and O'Leary-Kelly (1998). The mechanisms through which a group impacts individual behaviors are multifold, implying the importance of a multi-pronged approach to avoiding and reducing interpersonal aggression at the workplace. ...
Purpose
While the rapid adoption of information communication technologies (ICT) in organizations has been linked with a higher risk of cyberbullying, research on the influence of cyberbullying on interpersonal behaviors in the workplace remains limited. By drawing on the ego-depletion theory and the leader-member exchange (LMX) theory, this research investigates how, why and when workplace cyberbullying may trigger interpersonal aggression through ICT.
Design/methodology/approach
The authors collected data from 259 employees and 62 supervisors working in large ICT organizations in China through a multi-wave survey. The authors performed multilevel analysis and used hierarchical linear modeling to test the proposed moderated mediation model.
Findings
The results revealed that workplace cyberbullying has a significant and positive influence on interpersonal aggression in the workplace via ego depletion. The authors found that differentiation in LMX processes at group level moderates the indirect relationship between workplace cyberbullying and interpersonal aggression (via ego depletion). Furthermore, the positive indirect effect of workplace cyberbullying was found to be stronger in the presence of a high LMX differentiation condition in comparison to a low LMX differentiation condition.
Research limitations/implications
The data were collected from Chinese ICT organizations, which may limit the generalization of this study’s findings to other cultural and sectoral contexts.
Originality/value
This paper provides the first step in understanding how, why and when workplace cyberbullying triggers interpersonal aggression by investigating the role of ego depletion as a mediator and LMX differentiation as a boundary condition. This is the first study to empirically examine the relationships between workplace cyberbullying, ego depletion, LMX differentiation and interpersonal aggression in ICT organizations using multi-level modeling.
... Employees can exhibit many undesirable behaviors in the workplace. For example, previous organizational research identifies problematic behaviors such as sabotage , antisocial behavior (Robinson and O'Leary-Kelly 1998), counterproductive work behavior (Dalal 2005), organizational misbehavior (Vardi 2001), and organizational deviance (Bennett and Robinson 2000). In security research, phenomena such as cyberloafing (Khansa et al. 2017), phishing victimization (Jensen et al. 2017), system misuse intentions ), unethical IT use (Chatterjee et al. 2015), and cyber harassment (Lowry et al. 2017b;Lowry et al. 2016b) have been investigated. ...
Despite widespread agreement among practitioners and academicians that organizational insiders are a significant threat to organizational information systems security, insider computer abuse (ICA)-unauthorized and deliberate misuse of organizational information resources by organizational insiders-remains a serious issue. Recent studies have shown that most employees are willing to share confidential or regulated information under certain circumstances and nearly a third to half of major security breaches are tied to insiders. These trends indicate that organizational security efforts, which generally focus on deterrence and sanctions, have yet to effectively address ICA. Therefore, leading security researchers and practitioners have called for a more nuanced understanding of insiders in respect to deterrence efforts. We answer these calls by proposing a middle-range theory of ICA that focuses on understanding the inherent tensions between insider motivations and organizational controls. Our careful review distinguishes two categories of personal motives for ICA: (1) instrumental (i.e., financial benefits) (2) and expressive (i.e., psychological contract violations) motives. Our novel theory of ICA also includes the influence of two classes of controls for ICA: (1) intrinsic (i.e., self-control) and (2) extrinsic (i.e., organizational deterrence) controls. We developed and empirically examined a research model based on our middle-range theory that explains a substantial portion of the variance in ICA (R 2 = 0.462). Specifically, our results indicate that both instrumental and expressive motives were positively related to ICA. Moreover, intrinsic self-control exerted significant direct and moderating influences in our research model, whereas extrinsic organizational deterrence failed to exhibit a direct effect on ICA and significantly moderated instrumental motives' relationship with ICA only. Not only do our results show that self-control exerted a stronger effect on the model than deterrence did (f 2 self-control = 0.195; f 2 org.det. = 0.048) but they also help us identify the limits of deterrence in ICA research.
... Rôzni autori pri štúdiu nežiaduceho správania na pracovisku používajú odlišnú terminológiu a definície. Okrem najčastejšie používaných pojmov deviácie na pracovisku (Robinson, Bennett, 1995) a kontraproduktívne pracovné správanie (Spector, Fox, 2002), v literatúre sa stretneme aj s označením antisociálne správanie (Robinson, O'Leary-Kelly, 1998), zlé správanie v organizácii (z angl. misbehavior in organizations; Vardi, Wiener, 1996), či dysfunkčné správanie zamestnancov (Gupta, Jenkins, 1991). ...
... Workplace deviance has been labeled as counterproductive behavior, antisocial behavior, or deviant workplace behavior, which affects almost all organizations (Robinson and Bennett, 1995;Robinson and O'Leary-Kelly, 1998). The antecedents of deviant behavior mainly include individual-level factors and situation-specific or organizational factors (Nair and Bhatnagar, 2011). ...
Despite the vast academic interest in workplace helping, little is known about the impact of different types of helping behaviors on physiological and behavioral ramifications of helpers. By taking the actor-centric perspective, this study attempts to investigate the differential impacts of three kinds of helping behaviors (caring, coaching, and substituting helping) on helpers themselves from the theory of resource conservation. To test our model, 512 Chinese employees were surveyed, utilizing a three-wave time-lagged design, and we found that caring and coaching helping were negatively associated with workplace deviance, whereas substituting helping was positively associated with subsequent workplace deviance. Emotional exhaustion mediated the effects of three helping behaviors on subsequent workplace deviance. Moreover, employees' extrinsic career goals influenced the strength of the relationship between three helping behaviors and emotional exhaustion and the indirect effects of three helping behaviors on subsequent workplace deviance via emotional exhaustion. We discuss the implications of our findings for both theories and practices.
... Our findings reveal that abusive supervision is positively associated with ineffectual and defensive silence. Therefore, we recommend the use of appropriate punishment systems to mitigate the misconduct of supervisors [46]. In other words, organizations should give clear guidelines to employees about punishment for disobeying organizational rules and policies. ...
This study investigates the relationships between abusive supervision and two forms of silence, ineffectual and defensive; the moderating role of self-efficacy in the association between abusive supervision and ineffectual silence and the contingency role of fear in the relationship between abusive supervision and defensive silence. We collected data from 685 employees in manufacturing companies. Of these, 271 were incomplete questionnaires and were excluded from the study; the remaining 414 responses were assessed in the analyses. The results indicate that abusive supervision fosters ineffectual and defensive silence. Moreover, the results suggest that even if supervisors are abusive, individuals with a higher level of self-efficacy tend to have a lower level of ineffectual silence. Furthermore, fear strengthens the link between abusive supervision and defensive silence. According to our knowledge, this work is the first to investigate the relationship between abusive supervision and ineffectual silence, the contingency role of self-efficacy in the link between abusive supervision and ineffectual silence and the moderating role of fear in the relationship between abusive supervision and defensive silence.
Purpose
This study aims to conduct a rigorous bibliometric analysis of workplace deviant behavior (WDB) to identify prevailing trends, patterns, and themes in the field. The analysis seeks to outline the domain’s intellectual and social structure and provide a research roadmap.
Design/methodology/approach
The study employed a systematic procedure to scrutinize research scenario. A search in the Scopus database produced 1,677 papers from reputable publications spanning 42 years (1976–2023). Science mapping techniques, including co-citation, co-authorship, and co-occurrence analysis, were used to obtain insights into the research landscape. By implementing these techniques, the authors comprehensively understood the interconnectedness and patterns within the research field.
Findings
This study demonstrates an apparent surge in the overall number and impact of studies conducted on WDB, most of which are published in prestigious publications. Furthermore, the findings support Bradford’s law, defying Lotka’s law in this field. Through co-citation analysis, four clusters were identified in this area. Subsequently, co-occurrence was used to pinpoint several strong themes. Finally, the authors of the USA and China demonstrated the most significant collaboration.
Originality/value
This study is a pioneering approach to applying bibliometric analysis to explore WDB research; it addresses a gap in the comprehensive review of earlier research and contributes to enriching the body of knowledge in this area. The results of this research are helpful for practitioners, scholars and future researchers in this subject, even if it has its roots in scientometrics.
We build from and advance value congruence theory and research by introducing new insights related to how value congruence may have different consequences when considered in light of job demands. Specifically, we apply both the theory of basic values and job demands‐resources theory to understand when and why objective value priority congruence with other organizational members results in positive or negative outcomes for both individuals and groups. Using data from a large quick service organization, we examine how employee‐supervisor and employee‐group value priority congruence and incongruence, on social or personal values, relate to both affective and behavioral individual‐level outcomes (employee engagement and turnover), and group‐level outcomes (collective engagement, customer satisfaction, sales, and group turnover). The results suggest that value priority congruence is associated with less employee engagement and higher turnover when the shared values represent personal (rather than social) value priorities because personal values are misaligned with the demands of the job. In some instances incongruence results in more positive outcomes than congruence on personal values. This pattern of results is consistent across both employee‐supervisor and employee‐group foci. Further, groups in which members predominantly prioritize personal values have lower collective engagement; resulting in significantly lower customer satisfaction and lower sales compared to groups with a majority of members who prioritize values aligned with job demands (social values). Altogether, this research helps explain when value congruence will be positive, and why value incongruence can be more beneficial than value congruence in some instances.
Kelloway, Loughlin, Barling ve Nault (2002) tarafından geliştirilen Üretkenlik Karşıtı İş Davranışları Ölçeği’nin Türkçe uyarlamasının yapılması amaçlanan bu çalışma iki farklı örneklemden veri toplanarak gerçekleştirilmiştir. Bu kapsamda 421 öğretmenden veri toplanarak gerçekleştirilen birinci araştırmada açıklayıcı faktör analizi yapılarak ölçeğin faktör yapısı ortaya konulmuştur. Ayrıca ölçeğin iç tutarlılığını tespit etmek üzere madde analizi ve iç tutarlılık katsayısı hesaplanmış ve doğrulayıcı faktör analizi ile faktör yapısı test edilmiştir. İkinci çalışmada 502 özel sektör çalışanından veri toplanmış ve olumlu iş davranışları, iş tatmini ve örgütsel vatandaşlık davranışları ölçekleri kullanılarak ölçeğin ayrışma, birleşme ve ölçüt bağımlı geçerlilikleri belirlenmiştir. Çalışmada kullanılan Üretkenlik Karşıtı İş Davranışları Ölçeği’nin iç tutarlılığı Cronbach Alfa katsayısı kullanılarak hesaplanmış ve 0,95 bulunmuştur. Yapılan açıklayıcı ve doğrulayıcı faktör analizleri sonucunda elde edilen bulgular Üretkenlik Karşıtı İş Davranışları Ölçeği’nin Türkçe çalışmalarda kullanmak üzere güvenilir ve geçerli olduğu ortaya konulmuştur (χ2=51,02; df=35; χ2/df=1,46; TLI=0.99; CFI=0,99; RMSEA=0,033).
Purpose
Knowledge hiding in organizations is perceived as counterproductive knowledge behavior that is negatively related to employees creativity and job performance, but positively affect workplace deviance and turnover intention. The extent to which knowledge hiding develops is largely determined by personal characteristics and the work environment. However, there is a lack of research on the relationship between individual intellectual capital and knowledge hiding. This study aims to investigate the underlying mediation and moderation mechanisms of the relationship between individual human capital and knowledge hiding. The study explores the mediating role of pressure of helping others and negative emotions, and the moderating role of perceived organizational politics.
Design/methodology/approach
The data were collected in two waves, in January and February 2024, from 424 Polish employees with high intellectual capital. Partial least squares path modeling was used to test the research hypotheses.
Findings
Individual human capital is positively related to the pressure of helping others and negatively related to negative emotions. Pressure of helping others mediates the relationship between individual human capital and knowledge hiding. Contrary to expectations, negative emotions do not mediate the relationship between the pressure of helping others and knowledge hiding. The interaction of individual human capital and perceived organizational politics is positively related to knowledge hiding.
Practical implications
To decrease knowledge hiding, managers should promote meritocracy in the organization and reduce employees’ behaviors that are selfish and based on political games. Employees with high human capital should be provided with support to relieve the pressure of helping others and the negative emotions which are associated with the pressure of helping others.
Originality/value
Based on psychological ownership and reactance theories, to the best of the author’s knowledge, this study is the first to explore the relationships between individual human capital and knowledge hiding.
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Originality/value
This study examines the structure of the literature on organizational deviance and charts the field's evolution over time.
Previous studies have shown role stress to be an important antecedent of workplace bullying. The present study investigated when and how a long-term effect of role ambiguity on exposure to bullying may be present. Based on the work environment hypothesis, we hypothesized that (a) there is a long-term effect of role ambiguity on exposure of bullying, (b) that this relationship is mediated by hostile work climate, and (c) moderated by supportive leadership. Using a three-wave design, with a time lag of 41-45 months, we showed support for all three hypotheses. The study underscores the importance of clear work-related roles as well as the importance of supportive leadership to prevent the onset of bullying following role stress and hostile climates.
This study employed a longitudinal model to investigate the reciprocal relationships between interpersonal citizenship behavior (OCB-I) and absenteeism at the team level. The research utilized four waves of data from a sample comprising over 5,000 employees in 168 teams within a large Canadian public organization. Drawing upon the focus theory of normative conduct and the collective identity perspective, our findings indicated that a positive change in OCB-I, which encompasses helping behaviors, led to a subsequent decrease in team absenteeism. In addition, emphasizing the identity perspective and allocation of time perspective, our study demonstrated that increased absenteeism within a given period was associated with a subsequent reduction in team OCB-I.
Les comportements déviants au travail font l’objet d’une attention croissante dans de nombreux pays du monde entier. Cet enjeu en lien avec les pertes économiques et sociales dans les organisations, nécessite davantage d’études et d’interprétations, en particulier dans le secteur public qui est souvent l’un des plus grands employeurs dans de nombreux pays de Scandinavie, d’Europe occidentale et d’Amérique du Nord. En se fondant sur la théorie de la conservation des ressources (COR), cette étude propose de considérer la déviance au travail comme le résultat d’un processus de préservation des ressources dans lequel les individus s’engagent par un mouvement défensif et de manière réfléchie afin de se protéger des menaces perçues sur des ressources précieuses. Plus précisément, cette étude a exploré les relations significatives entre l’épuisement de trois ressources personnelles (la justice organisationnelle, le sentiment de maîtrise et le sentiment d’impuissance des employés) et trois dimensions de la déviance au travail (la propriété, la production et la déviance politique). Un questionnaire a été envoyé afin de collecter les données requises auprès des employés du secteur public en France. Les participants ayant des positions hiérarchiques différentes ont été sélectionnés au hasard parmi plusieurs organisations du secteur public. Les résultats de cette recherche font émerger trois hypothèses. Premièrement, la justice organisationnelle (distributive et procédurale) a une corrélation négative avec la déviance au travail. Deuxièmement, le sentiment de maîtrise a une corrélation négative avec la déviance au travail. Enfin, l’impuissance a une corrélation positive avec la déviance au travail. Les implications théoriques et pratiques de cette étude sont soulignées en particulier dans le secteur public pour mieux interpréter la justice distributive et procédurale, le sentiment de maîtrise et de pouvoir dans le but de prévenir et de contrôler les comportements déviants au travail.
In contrast to the prevailing interindividual and interactionist perspectives on (un)ethical behavior, recent research has demonstrated that employees can dynamically transition between ethical and unethical behavior as part of an intraindividual moral self-regulation process.We review over 300 empirical studies that examined within-person processes (e.g., moral licensing, moral cleansing, and slippery slope) as explanations for a variety of organizationally relevant behaviors (e.g., [un]ethical behavior, organizational citizenship behaviors, and counterproductive work behaviors). From our review, we develop a multistage model that integrates the influences of individual traits and contextual factors with intraindividual moral self-regulation processes. Combining findings from diverse research domains (e.g., management, psychology, marketing, and economics), we emphasize the importance of these factors in understanding the evaluation of initial and compensatory (un)ethical behavior, the selection of targets for compensatory behavior, and shifts immoral reference points. In doing so, we highlight conceptual, empirical, and methods-related contributions to this literature, and we identify paths for future research that integrates different perspectives on behavioral ethics.
The construct validity of the Job Descriptive Index (JDI) was investigated by using a meta-analysis to summarize previous empirical studies that examined antecedents, correlates, and consequences of job satisfaction. In total, 79 unique correlates with a combined total of 1,863 correlations were associated with the JDI subdimensions. The construct validity of the JDI was supported by (a) acceptable estimates of internal consistency and test–retest reliability, (b) results that conform to a nomological network of job satisfaction relationships, and (c) demonstrated convergent and discriminant validity. Contrasting results with previous meta-analytic findings offered further support for the JDI's construct validity. Limitations of the JDI and suggestions for future research are discussed.
Kişiliğin karanlık yönünü oluşturan özellikler içerisinde narsizm, makyavelizm ve psikopati yer almaktadır. Her üç kişilik özelliğinin de olumsuz bazı nitelikleri içerisinde barındırdığı görülmektedir. Narsist, makyavelist ve psikopatik bireylerin örgütler açısından istenmeyen örgüte zarar verebilecek bazı davranışları daha sık gösterecekleri düşünülmektedir. Bu davranışlar içerisinde üretkenlik karşıtı iş davranışları da bulunmaktadır. Bireylere ve örgütlere zarar verme niyeti taşıyan bu davranışların önlenmesi noktasında kuşkusuz işletme yöneticilerine büyük sorumluluklar düşmektedir. Yöneticilerin çalışanlara vermiş olduğu desteğin bireyler üzerinde olumlu yönde katkı sağlayacağı ve bu destek sayesinde üretkenlik karşıtı iş davranışlarının önüne geçilebileceği varsayılmaktadır. Bu çalışmada söz konusu kavramlar arasındaki ilişkilere açıklık getirilerek mevcut literatüre katkı sağlamak, karanlık kişilik özelliklerinin üretkenlik karşıtı iş davranışlarının sergilenmesi üzerindeki etkisini belirlemek ve algılanan yönetici desteğinin bu etki üzerinde nasıl bir role sahip olduğunu ortaya koymak hedeflenmiştir. Bu amaçla Denizli’de faaliyet göstermekte olan tekstil işletmelerinde çalışanlar üzerinde bir araştırma yapılmıştır. Araştırma sonucunda karanlık kişilik özelliklerinin üretkenlik karşıtı iş davranışları ile pozitif anlamlı bir ilişkisinin olduğu, makyavelizm ve psikopatinin üretkenlik karşıtı iş davranışları üzerinde anlamlı pozitif bir etkisinin olduğu, ayrıca bu etki üzerinde algılanan yönetici desteğinin de düzenleyici bir rolü olduğu ortaya koyulmuştur.
There is a gap in applying interdisciplinary literature on management research, which relates socioeconomic factors and organizations’ work environment to organization outcomes. This study examines the effect of workplace harassment and domestic violence on organization outcomes in Jordan within poor communities working in the informal economy. Results showed that workplace harassment (WH), domestic violence (DV), or both increase intentions to withdraw from work and absenteeism, decrease the perception of work quality, affect attitude towards work (job satisfaction and job engagement) and towards coworkers (antisocial behavior and attitude towards vengeance). Older workers showed stability at work and pacific behavior with coworkers, but increased absenteeism. Educated workers increased their withdrawal from work, had negative attitude towards work, but were friendly with coworkers. Females had limited choices, they had low work engagement and negative opinion about work quality but did not withdraw from work. Females did not show antisocial behavior towards coworkers but had tendencies towards revenge
Purpose
The purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees’ service creativity via work engagement. It also aims to test the moderating effect of sensitivity to the interpersonal mistreatment of others (SIMO).
Design/methodology/approach
A time-lagged questionnaire study was performed in hotels in China. The hypotheses were tested via hierarchical multiple regression.
Findings
Coworker service sabotage is indirectly associated with hospitality employees’ service creativity via work engagement. The trait of SIMO buffers the harmful effect of coworker service sabotage.
Research limitations/implications
Although our research design helps mitigate common method bias, it could still exist. Other coworker behaviors that might influence employees were not included in this research. The findings may also be biased due to the restricted sample from China.
Practical implications
Hospitality organizations should take measures to curb service sabotage. Organizations could also provide supportive resources to suppress the negative impacts of coworker service sabotage. Moreover, organizations should motivate those low in SIMO to care more about customers.
Originality/value
The research takes the lead in investigating the outcomes of service sabotage from a third-party perspective. Work engagement is identified as the mechanism for transmitting the impact of coworker service sabotage to employees. Moreover, a new moderator that attenuates the negative effects of coworker service sabotage is found.
Unethical behavior is a persistent problem in teams that can stimulate harmful relationship conflict and undermine collective performance. Yet, when considering its impact, scholars tend to focus on the overall amount of unethical behavior and neglect how it is distributed within the team. We propose that considering the way unethical behavior is patterned within teams provides a new lens by which to uncover when unethical behavior has less of a harmful impact. Integrating typologies of team configurations with social impact theory, we theorize that the impact of cheating on relationship conflict and creative performance depends on the interaction between how it is configured (i.e., the amount and pattern of individual member cheating behavior) and levels of peer‐based rational control. In a diverse sample of almost one hundred teams, we find that relative to teams with a fragmented cheating configuration, teams with a bad apple cheating configuration experience less relationship conflict in contexts with high peer‐based rational control; an effect that subsequently impacts team creative performance. Our research demonstrates the value added by considering how cheating emerges as different team configurations and offers implications for interventions intended to suppress its harmful effects.
Purpose
Drawing on hegemonic masculinity theory, this study provides evidence supporting how gender, race and sexual identity, may shape the rates of sexual misconduct reporting, by keeping those targets who traditionally enjoy positions of power (i.e. white, cisgender men) silent.
Design/methodology/approach
Across 3,230 gender harassment, 890 sexual advance harassment and 570 sexual assault incidents that occurred within a traditionally masculine organization, the authors conducted tests of independence and hierarchical regression analyses to examine whether targets' social identity characteristics (i.e. sex, race, sexuality and gender alignment), predicted the reporting of sexual misconduct.
Findings
Although reporting rates varied based on the type of incident, white men were less likely than their colleagues to report workplace sexual misconduct. In general, men were approximately half as likely as women to report. Lower rates of reporting were similarly seen among all white (vs BIPOC) targets and all cisgender and heterosexual (vs LGBT) targets, when controlling for other identity characteristics.
Originality/value
Research on sexual misconduct has largely privileged the experiences of (white, heterosexual) women, despite knowledge that men, too, can experience this mistreatment. This research broadens this lens and challenges the notion that sexual misconduct reporting rates are uniform across employee groups. By articulating how the pressures of hegemonic masculinity serve to silence certain targets – including and especially white, cisgender men – the authors provide means of better understanding and addressing workplace sexual misconduct underreporting.
This study, which is based on a questionnaire survey conducted among UK hospitality workers, aims to unpick the mechanism underlying intention to join a union and intention to quit a job. Drawing on the Hirschman’s exit-voice-loyalty framework, it aims to ascertain how stress, psychological capital, social capital, job dissatisfaction and beliefs about unions affect both dependent variables. The results indicate, inter alia, that psychological capital was negatively related to intention to join unions. Although the effect of social capital on intention to join a union was statistically significant, it was not – as we assumed – positive, but negative. Likewise, contrary to our assumptions, there was no significant positive relationship between job dissatisfaction and intention to join a union. However, beliefs about unions were positively associated with intention to join, while job dissatisfaction with intention to quit. The paper concludes by discussing theoretical and practical implications of the findings.
Although team deviance is known to detract from team functioning, extant literature largely focuses on deviance that is independently enacted and directed internally toward other members. This relatively narrow focus poses limitations to the practical application of strategies to reduce the incidence and negative impact of team deviance. We offer a four-dimensional typology that takes into account features of team deviance that are important yet undertheorized: level of coordination and target membership. We use this typology to summarize current research, highlight the narratives on team deviance that underlie each dimension, and discuss how to advance the research domain.
The salesperson is a job that is prone to deviant behavior. Prior studies addressed that deviant behavior is a behavioral stress response. Although numerous studies have demonstrated the relationship between job stress and deviant behavior, the clarity of the job stress mechanism remains limited. Drawing from coping theory, we proposed that job stress acts as a critical mechanism in linking the association between work-family conflict and salesperson deviant behavior. The objectives of this study are threefold. First, this study investigates the relationship between work-family conflict and job stress. Second, this study examines how job stress determines the likelihood of a salesperson engaging in deviant behavior. Last, this study investigates the mediating mechanism of work-family conflict and job stress. Using an online survey of salespeople in Indonesia, we received 321 data and employed a partial least square to test our proposed hypotheses. The results of this study confirm all hypotheses. The implications for managers regarding the result of this study is encouraging managers to establish and implement family-friendly policies which can diminish the level of stress and will decrease the likelihood of salespeople engaging in deviant behavior. Our study offers a significant contribution to the body of knowledge by clarifying the mediating role of job stress.
While budgetary controls with capital rationing are theoretically optimal and widespread in practice, empirical research documents their association with higher employee dishonesty compared to budgetary controls without rationing. In this study, we examine whether combining budgetary controls with mission statements in a system of management controls decreases employee dishonesty. We predict that the system's effect on dishonesty depends on the interaction of the social norms conveyed by each control instrument within the system. We study two types of budgetary controls that differ in whether they include budget rationing and two types of mission statements that differ in whether they emphasize integrity or financial values. We provide experimental evidence that mission statements reduce employee dishonesty more if combined with budget rationing controls than non-rationing budgetary controls. This effect is enhanced when the mission statement conveys a norm of integrity, as opposed to a norm of financial performance. Our results suggest that mission statements can mitigate the downsides of budget rationing, but this effect is less pronounced when the norms conveyed by each instrument are redundant.
In this research, we explore how coworker ideation levels or, more specifically, the average ideation levels of coworkers within a workgroup affect a focal employee’s ideation. We examine an underlying mechanism and a boundary condition of this influence process. Drawing on social cognitive theory, we argue that high coworker ideation levels are likely to stimulate a focal employee’s ideation by enhancing their creative self-efficacy. Furthermore, we suggest that this positive influence is likely to be strengthened when the focal employee has a higher than lower quality of exchange with their coworkers. The results of two field studies provide support for all of the hypotheses. Contributions to theory and insights into practice and future research are discussed.
Deviance can impact team performance but it is unclear how this process unfolds. Common measures delineate between interpersonal and organizational deviance rather than considering the impact felt by teammates. Instead, we categorize deviant acts into team-relevant and team-irrelevant measures. We then consider how deviance severity and frequency impact affective states and team performance. Guided by affective events theory’s focus on work events shaping emotional reactions and subsequent behaviors, we suggest that deviant acts that are negative work events increase negative affect and harm team performance, particularly when frequent. Team-irrelevant deviance is not a negative work event and thus should not impact team affect or performance. Within team-relevant deviance, because severe forms are objectively wrong and punished severely, teammates can overcome them whereas subtle and clandestine minor forms harm the team the most, especially when frequent. Support was found within 1114 recorded deviant acts from 435 employees in 114 organizational teams.
Introduction: Nowadays, counterproductive behaviors have become a common and costly position for many organizations, and Managers of organizations are always looking for a suitable and practical solution to reduce this type of behavior in their organization. Due to the importance of the subject, the present study aims to investigate the imbalance of effort and reward as a predictor of counterproductive behaviors.
Materials and Methods: The present study is a cross-sectional study. The target population was all nurses working in hospitals in Hamadan, and according to the simple random sampling method, 320 people were selected as the research sample. The tools used in this study were the Imbalance of Effort-Reward questionnaire and the counterproductive questionnaire. Data analysis was performed using the Pearson correlation method using SPSS18.
Results: The results showed that the effort-reward imbalance model at a significance level of 0.05 is able to predict individual counterproductive behaviors in nurses (P = 0.036). Among the studied variables, the reward variable is able to predict individual counterproductive behaviors (β = -0.179 and P = 0.006) and organizational (β=-0.171 and P = 0.009) and the over-commitment variable is able to predict individual counterproductive behaviors. (β= 0.145 and P = 0.05). According to the results, the effort-reward imbalance model could not predict organizational counterproductive behaviors.
Conclusion: Based on the results, it can be concluded that job stress is an important factor in creating Counterproductive behaviors in personnel and the components of the model used in this study can be used to reduce the incidence of these behaviors among nurses.
We present a systematic review of the literature on power and its interpersonal consequences. Our review, comprising 339 studies published in 145 research articles, shows that this line of research has primarily examined how powerholders attend to and act towards powerless individuals, or others in general. We therefore know surprisingly little about how powerholders attend to and act towards other powerholders. To address this issue, we present a conceptual framework that outlines how an actor’s power interacts with a target’s power to influence prosocial and antisocial beliefs, attitudes, and behaviors. We identify two routes in the literature detailing how powerholders respond to one another. First, building on rivalry literature, we present a competitive route suggesting that powerholders rival each other and engage in conflict. Second, building on social identity and social dominance literature, we present a harmonious route suggesting that powerful peers will show compassion and care for each other. Finally, we bring forth suggestions for how future research could test these two perspectives, by presenting moderators that determine when each of these two routes is activated. In doing so, we offer important implications for the power literature and open a new line of inquiry for future research.
This paper classifies alternative mechanisms for coordinating work activities within organizations into impersonal, personal and group modes. It investigates how variations and interactions in the use of these coordination mechanisms and modes are explained by task uncertainty, interdependence and unit size. Nine hypotheses that relate these three determining factors to the use of the three coordination modes are developed in order to test some key propositions of Thompson (1967) and others on coordination at the work unit or departmental level of organization analysis. Research results from 197 work units within a large employment security agency largely support the hypotheses. The findings suggest that there are differences in degree and kind of influence of each determining factor on the mix of alternative coordination mechanisms used within organizational units.
"This paper advocates a validational process utilizing a matrix of intercorrelations among tests representing at least two traits, each measured by at least two methods. Measures of the same trait should correlate higher with each other than they do with measures of different traits involving separate methods. Ideally, these validity values should also be higher than the correlations among different traits measure by the same method." Examples from the literature are described as well as problems in the application of the technique. 36 refs. (PsycINFO Database Record (c) 2010 APA, all rights reserved)
L. R. James et al (1984) developed an index,
rWG, for assessing within-group agreement appropriate when only a single target is rated. F. L. Schmidt and J. E. Hunter (1989) criticized the conceptual foundation of
rWG because it is not consistent with the classical model of reliability, and proposed an alternative approach, the use of the rating standard deviation (
SDx), the standard error of the rating mean (
SEM), and the associated confidence intervals for
SEM to index interrater agreement. This comment argues that the critique of
rWG did not clearly distinguish the concepts of interrater consensus (i.e., agreement) and interrater consistency (i.e., reliability). When the distinction between agreement and reliability is drawn, the critique of
rWG is shown to divert attention from more critical problems in the assessment of agreement. The approach for assessing within-group agreement proposed by Schmidt and Hunter has several limitations.
rWG should not be used as an index of interrater reliability but, within certain bounds, it is suitable as an index of within-group interrater agreement.
SDx and
SEM are not acceptable substitutes for extant indexes of interrater agreement. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
F. L. Schmidt and J. E. Hunter (1989) critiqued the within-group interrater reliability statistic (
rwg) described by L. R. James et al (1984). S. W. Kozlowski and K. Hattrup (1992) responded to the Schmidt and Hunter critique and argued that
rwg is a suitable index of interrater agreement. This article focuses on the interpretation of
rwg as a measure of agreement among judges' ratings of a single target. A new derivation of
rwg is given that underscores this interpretation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This research examined the role of mechanisms of moral disengagement in the exercise of moral agency. Regulatory self-sanctions can be selectively disengaged from detrimental conduct by converting harmful acts to moral ones through linkage to worthy purposes, obscuring personal causal agency by diffusion and displacement of responsibility, misrepresenting or disregarding the injurious effects inflicted on others, and vilifying the recipients of maltreatment by blaming and dehumanizing them. The study examined the structure and impact of moral disengagement on detrimental conduct and the psychological processes through which it exerts its effects. Path analyses reveal that moral disengagement fosters detrimental conduct by reducing prosocialness and anticipatory self-censure and by promoting cognitive and affective reactions conducive to aggression. The structure of the paths of influence is very similar for interpersonal aggression and delinquent conduct. Although the various mechanisms of moral disengagement operate in concert, moral reconstruals of harmful conduct by linking it to worthy purposes and vilification of victims seem to contribute most heavily to engagement in detrimental activities. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Building from an attraction-selection-attrition framework by B. Schneider (see record
1988-09366-001) and the socialization literature, this study views personality, affect, and behavior as group-level phenomena. Among a sample of 26 work groups, it was found that individual affect was consistent within groups, suggesting that the affective tone of a group is a meaningful construct. Characteristic levels of the personality traits positive affectivity and negative affectivity within groups were positively associated with the positive and negative affective tones of the groups, respectively. In addition, the affective tone of a group was related to group behaviors. More specifically, the negative affective tone of a group was found to be negatively related to the extent to which the group engaged in prosocial behavior. Absenteeism by group members was negatively correlated with the positive affective tone. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Recently, F. J. Yammarino and S. E. Markham (see record
1992-29454-001) summarized the basic within and between analysis (WABA) approach, applied it to data previously collected and reported on by J. M. George (see record
1990-18547-001), and used this application to critique George's findings. After briefly reviewing the theoretical underpinnings of George, the authors discuss several points of confusion in Yammarino and Markham's article in regard to the determination of the appropriateness of aggregation and the existence of relations between variables at the group level of analysis. The authors then discuss several shortcomings in Yammarino and Markham's description of WABA, including the failure to consider Person × Situation interactions in the basic WABA equation and misinterpretations of comparisons of the within component to the between component in WABA. The need to properly treat levels-of-analysis issues from both a theoretical and a statistical perspective is emphasized. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Proposes a theory of social impact specifying the effect of other persons on an individual. According to the theory, when other people are the source of impact and the individual is the target, impact should be a multiplicative function of the strength, immediacy, and number of other people. Furthermore, impact should take the form of a power function, with the marginal effect of the
Nth other person being less than that of the (
N–2)th. When other people stand with the individual as the target of forces from outside the group, impact should be divided such that the resultant is an inverse power function of the strength, immediacy, and number of persons standing together. The author reviews relevant evidence from research on conformity and imitation, stage fright and embarrassment, news interest, bystander intervention, tipping, inquiring for Christ, productivity in groups, and crowding in rats. (27 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this study, we developed a typology of deviant workplace behaviors using multidimensional scaling techniques. Results suggest that deviant workplace behaviors vary along two dimensions: minor versus serious, and interpersonal versus organizational. On ...
Powerlessness is defined as a lack of autonomy and participation. Unexpected or undesired powerlessness is argued to generate, sequentially, reactance, helplessness, and work alienation. These stages are further argued to be mediated or moderated by generalized expectations of control, social isolation, the perceived legitimacy of organizational controls, and expectations of advancement. Self-report data from 206 nonsupervisory production employees with up to 2 years organizational tenure provided partial support for the model. Implications for theory, management, and research are discussed.
This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.
This research offers a new theory predicting the effects of three exchange variables, job satisfaction, investment size, and quality of alternatives, on four general responses to dissatisfaction-exit, voice, loyalty, and neglect. Three studies designed to test model predictions received good support. High satisfaction and investment encouraged voice and loyalty and discouraged exit and neglect. Satisfaction and investment interacted, with variations in investment most strongly promoting voice given high satisfaction. Better alternatives encouraged exit and voice and discouraged loyalty. However, there was no link between alternatives and neglect. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
This paper reviews contingency and universalistic theoretical rationales linking satisfaction and conflict to organic and mechanistic styles of structure and control. Predictions suggested by both theoretical perspectives are tested on data from 52 departments of 13 consumer reporting organizations. The findings support both universalistic and contingency predictions although different variables were found to be important in the predictions of satisfaction and conflict. In contrast to several recent studies, this study indicates that contingency variables are frequently as good as, or even better than universalistic variables as predictors of satisfaction and conflict.
In response to the use of alcohol and other drugs in the work place, policy decisions with significant social and legal implications—such as urine testing for drug use—are being made without a clear understanding of either the epidemiology or etiology of this phenomenon. This article presents the major theoretical perspectives on employees' substance abuse and assesses the desirability of integrating them. Using data from an anonymous mail survey of 9,175 employees of 47 organizations in three industries, the author analyzed responses to items addressing age, gender, social interaction with coworkers, and satisfaction with one's job to determine any relationship between these variables and self-reported instances of working while intoxicated. The findings indicate that the employees most likely to work under the influence of alcohol or other drugs were men younger than 30 years, and that the likelihood of their—or other employees'—doing so increased when they felt unhappy about their jobs and socialized frequently with coworkers off the job. The author discusses the implications of these findings for both deviance theory and policies for employee assistance programs.
Observers of organizations recognize now that work related misconduct is both pervasive and costly. There is ample evidence that members of organizations sabotage processes, steal company property, harass others, cheat the government, or mislead customers. Companies and the public pay dearly.
What are the motivational forces that drive organizational members to exhibit such varied forms of misconduct? Are these forces different from those that drive them to engage in constructive behavior? What kinds of personal and organizational factors influence such acts of intentional misbehavior?
Our basic objectives in this paper are three-fold; first, to formally define a new construct of Organizational Misbehavior (OMB), and to discuss the theoretical implications of the definition; second, to identify different types of OMB; and third, to develop a conceptual framework that would allow the inclusion of OMB in a comprehensive theory of work motivation, applicable to both proper and improper conduct.
We define Organizational Misbehavior as “any intentional action by members of organizations that violates core organizational and/or societal norms.” A crucial element in the definition is the intention underlying the misbehavior. It therefore serves as the basis for the distinction among three types or organizational misbehavior: (a) OMB Type S, misbehavior that intends to benefit the self; (b) OMB Type O, misbehavior that intends to benefit the organization; and (c) OMB Type D, misbehavior that intends to inflict damage.
In order to integrate these forms of misconduct within a comprehensive motivational framework, we use the distinction between normative and instrumental sources of motivation. We propose that people who engage in OMB Type S are primarily motivated by self-interest consideration (i.e., instrumental processes), whereas those that perpetrate OMB Type O do so mostly because of strong identification with and loyalty to their organization (i.e., normative processes). OMB Type D, however, may he triggered by either instrumental or normative forces, or by both at the same time.
The various instrumental and normative factors that influence misbehavior are not only personal; they can also be organizational. On the individual level, we refer to such factors as the stage of moral development and personal need satisfaction At the organization level, we examine the role of such factors as organization culture and cohesiveness. We finally use the instrumental-normative framework to derive a set of formal propositions about the effects of some of these factors on the form and intensity of OMB.
This field study provided empirical evidence for the effects of absence culture on individual absenteeism among employees (N = 264) within five clerical units. Absence culture was derived from the aggregation of an individual-level measure of the beliefs about the perceived costs (i.e., deterrent outcomes) and benefits (i.e., encouraging outcomes) of being absent from work. It was hypothesized that these individual beliefs about absence could be aggregated meaningfully to the unit level. In addition, it was hypothesized that absence culture would explain a significant amount of variance in individual absence beyond the effects of demographics and general work attitudes. Paid and unpaid absence data for the 3-month period following collection of the beliefs measures were collected from organizational records. This study demonstrated support for the existence of an absence culture and its impact on individual absence. Implications for managing absence and suggestions for future research are discussed.
Dishonest behavior is influenced by situational and personality factors. To assess the role of self-monitoring in cheating, 110 American undergraduates completed Snyder's (1974) self-monitoring scale and attempted to negotiate complex mazes designed to allow and assess cheating under close and loose surveillance. In addition, half of the subjects were offered a performance-contingent incentive. Results indicate that surveillance reduced dishonesty and that low self-monitors' comparative lack of concern regarding self-presentation interacted with incentives to increase dishonesty.
Examines some logical and conceptual distinctions between job satisfaction and organizational climate. From a selective review of the literature, it is argued that confusion over 3 problems has led to the suggestion that the concept of climate may be a redundancy: (a) The word "satisfaction" implies an affective inner state, while the word "climate" refers to a molar description of a situation. (b) The molar descriptions are composites of practices and procedures, while "climate" is an abstraction of a specific set of practices and procedures. (c) The basic research on satisfaction has been affectively and individually oriented, while climate research has been more descriptively and organizationally oriented. Also discussed are issues regarding the appropriate unit of analysis and issues concerning conceptualization of climate as an independent, dependent, and intervening variable. It is concluded that climate is different from job satisfaction. While both are part of the "attitude research" domain, clear distinctions should be maintained between affect and description and units of analysis. (4 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Tested the hypothesis that role stressors, perceived employment insecurity, and recent stressful life events lead to greater alcohol intake and a propensity to use alcohol to relax and cope with work and personal tensions. 8,640 health care employees were surveyed. Recent stressful life events and perceived employment insecurity predicted greater alcohol intake and the use of alcohol to relax. Workplace stressors generally failed to explain drinking behavior. Also, excessive work load did contribute to Ss' use of alcohol as a coping mechanism. These weak results for the influence of workplace variables are consistent with the findings of M. Seeman and C. S. Anderson (see record
1983-30225-001). (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Aggression and violence are of increasing concern to American employees and employers; however, these issues have received limited research attention in the management literature. We focus here on those aggressive actions and violent outcomes that are instigated by factors in the organization itself, labeled organization-motivated aggression (OMA) and organization-motivated violence (OMV). Specifically, we define the terms OMA and OMV, provide a social learning model of OMA, and present research propositions related to the model.
A review of some of the conceptual and methodological progress that has been made in the area of climate research is presented. A discussion of current thinking on the etiology of climates follows, and an integrative conceptual scheme is developed. This perspective is based on Mead's (1934) symbolic interactionism as the process through which individuals come to attach meaning to events. Implications of this approach to the etiology of climates are discussed with respect to measurement issues, the management of climate acquisition in organizations, and the change and development of climates over time.
Experiments on behavioral lie detection have indicated that observers can detect a communicator's lies with above-chance accuracy, and that detection accuracy may be enhanced when observers pay special attention to certain vocal and body-movement cues. The present experiment asked whether deception in (simulated) sales communications by retail salespersons and automobile customers could likewise be detected nonverbally. Contrary to much of the prior literature, deception-detection in this study was not above chance, apparently because the salespersons' and customers' nonverbal cues simply were not correlated with lying. Though the observers seemed quite suspicious and did not give communicators the “benefit of the doubt”, they could not discriminate the communicators' deceptive communications from their truthful ones. Many—perhaps most—of the lies in sales communications may be told by confident, well-practiced deceivers whose nonverbal behavior is unlikely to reveal their lying.
Moral conduct is motivated and regulated mainly by the ongoing exercise of self-reactive influence. But self-regulatory mechanisms do not operate unless they are activated, and there are different psychological mechanisms by which moral control can be selectively activated or disengaged from inhumane conduct. Self-sanctions can be disengaged by reconstruing detrimental conduct through moral justification, euphemistic labeling, and advantageous contrast with other inhumanities; by obscuring personal agency in detrimental activities through diffusion and displacement of responsibility; by disregarding or misrepresenting the harmful consequences of inhumane conduct; and by blaming and dehumanizing the victims. These mechanisms of moral disengagement operate not only in the perpetration of inhumanities under extraordinary circumstances, but in everyday situations where people routinely perform activities that bring personal benefits at injurious costs to others. Given the many psychological devices for disengagement of moral control, societies cannot rely solely on individuals, however honorable their standards, to provide safeguards against inhumanities. To function humanely, societies must establish effective social safeguards against moral disengagement practices that foster exploitive and destructive conduct.
Examined the influence of organizational frustration and locus of control on emotional and behavioral reactions to frustrating conditions. Data were collected by questionnaire from 160 employees (mean age 35.2 yrs) from all levels of a community mental health facility. Organizational frustration was positively related to interpersonal aggression, sabotage, and withdrawal. Subgroup moderator analysis supported the hypothesized moderating relationship of locus of control on the perceived frustration-behavioral reactions relationship. Results suggest that persons with an external locus of control are more likely to respond to frustration with counterproductive behavior than persons with an internal locus of control. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
The relationships between job conditions and use of four classes of drugs - alcohol, cigarettes, marijuana, and cocaine - are investigated in the Youth Cohort of the National Longitudinal Survey (NLSY) of Labor Market Experience, a nationally representative survey of the labor-force experience of young adults aged 19 through 27 in 1984. Indirect measures of job characteristics, based on census-based classifications developed by Karasek et al. (1982) and on the DOT (Miller, Truman, Cain, and Ross 1980), were supplemented by limited self-reported measures. No clear epidemiological patterns emerge regarding the distribution of drug use in general or on the job across occupations and industries. Similarly, specific job dimensions, whether assessed from job titles or from the respondents themselves, showed very low correlations with recency/frequency measures of drug use. Individual factors indexing lack of commitment to social institutions, such as having dropped out of school, participation in delinquent activities, and not being married, are much stronger predictors of drug use than are specific job conditions. Our conclusion is that substance use by workers is not due as much to conditions of the workplace as to attributes of the work force.
The phenomenon of employee theft is examined empirically, utilizing a deterrence paradigm. Employees selected randomly from
three different industry sectors and metropolitan areas were asked to self-report their involvement in a number of property
theft activities within the employment setting. Using a weighted least-squares logit regression analysis, the study found
that the perception of both the certainty and severity of organizational sanctions were related to employee theft. Males reported
more theft than did females, but contrary to previous research, no gender/certainty or gender/severity interactions were observed.
The best-fit model did, however, contain two significant first-order interactions: age/certainty and age/severity. These interactions
strongly suggest that younger employees are not as deterrable as their older peers, especially under conditions of both high
certainty and high severity of punishment. While a number of possible explanations might account for differential deterrability
according to age, a commitment to or stakes in conformity explanation is proposed.
This article outlines a social information processing approach to explain job attitudes. In comparison with need-satisfaction and expectancy models to job attitudes and motivation, the social information processing perspective emphasizes the effects of context and the consequences of past choices, rather than individual predispositions and rational decision-making processes. When an individual develops statements about attitude or needs, he or she uses social information--information about past behavior and about what others think. The process of attributing attitudes or needs from behavior is itself affected by commitment processes, by the saliency and relevance of information, and by the need to develop socially acceptable and legitimate rationalizations for actions. Both attitudes and need statements, as well as characterizations of jobs, are affected by informational social influence. The implications of the social information processing perspective for organization development efforts and programs of job redesign are discussed.
In a laboratory study, 102 undergraduate students performed a clerical task for which they were either equitably paid or underpaid. The payment was explained using either high or low valid information in either a high or low interpersonally sensitive manner. Subjects then took their own pay and were led to believe the experimenter would not be able to determine exactly how much they actually took. It was found that equitably paid subjects took precisely the amounts they were allowed to take, whereas underpaid subjects took more than they were permitted (i.e., they stole). The degree of stealing was moderated by the validity of the information given (high valid information reduced stealing more than low valid information) and the degree of interpersonal sensitivity shown (high sensitivity reduced stealing more than low sensitivity). These effects combined additively, such that theft was greatest in the low valid information/low sensitivity condition and least in the high valid information/high sensitivity condition (in which the mean amount taken was not significantly higher than the permitted amount). The practical and theoretical implications of these findings are discussed.
- Greenberg J.
- Brief A. P.
- Kidwell R. E.
- Lehman W.
- Tittle C. R.
- Skarlicki D. P.