Current Search: workplace deviance (x)
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- Title
- EVERY CLOUD HAS A SILVER LINING: POSITIVE EFFECTS OF DEVIANT COWORKERS.
- Creator
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Markova, Gergana, Folger, Robert, University of Central Florida
- Abstract / Description
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The purpose of this study was to recognize and explore the reactions of employees to a deviant coworker. Specifically, I focused on the potential positive effects for employees who are in the presence of a coworker perceived as deviant, dysfunctional, or negative. Consistent with a labeling perspective on deviance, I argued that an employee may become a deviant as a result of social construction, fostered either by observed norm violations or the perceived dissimilarity of this person....
Show moreThe purpose of this study was to recognize and explore the reactions of employees to a deviant coworker. Specifically, I focused on the potential positive effects for employees who are in the presence of a coworker perceived as deviant, dysfunctional, or negative. Consistent with a labeling perspective on deviance, I argued that an employee may become a deviant as a result of social construction, fostered either by observed norm violations or the perceived dissimilarity of this person. Drawing on diverse theories from social psychology and sociology, I hypothesized that in the presence of a deviant coworker, other employees may have enhanced self-evaluations, better role clarity, and improved cohesiveness in work units. First, observers can set a contrast with the deviant and draw positive conclusions about themselves. Second, the "bad apple" can inform employees about organizational norms and alert them about "don't do" rules on the job, thereby improving their role clarity. Finally, by derogating the deviant, non-deviant members can unite against a "common enemy" and boost work unit cohesiveness. Positive effects were also expected to be contingent on individual characteristics and situational factors. In particular, social comparison orientation, coworkers' salience, and agreement about the deviant were hypothesized to strengthen observers' reactions to the deviant. The character of the deviant label and job interdependence, however, were expected to have a more complicated moderating role on the deviant's influence. Two samples generated from separate data collections were used to test the hypotheses. The positive relationship between the deviant's presence and employees' self-evaluations was supported. For employees with more interdependent jobs, role clarity was also positively associated with the presence of a deviant coworker. Contrary to predictions, cohesiveness was found to be lower for work units with a deviant employee at both individual and aggregate levels. Conceptual and empirical pitfalls relevant to the non-significant or opposite-to-prediction relationships are addressed. Finally, theoretical and managerial implications are discussed.
Show less - Date Issued
- 2006
- Identifier
- CFE0001011, ucf:46843
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0001011
- Title
- ORGANIZATIONAL JUSTICE AND WORKPLACE DEVIANCE: THE ROLE OF ORGANIZATIONAL STRUCTURE, POWERLESSNESS, AND INFORMATION SALIENCE.
- Creator
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McCardle, Jie, Ambrose, Maureen, University of Central Florida
- Abstract / Description
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The purpose of this study is to investigate both individual and structural factors in predicting workplace deviance. Deviant workplace behavior is a prevailing and costly phenomenon in organizations. It includes a wide range of negative acts conducted by employees to harm the organization and its members. In the first section, I conducted a comprehensive literature review. In the review, I first review the current state of research on the relationship between organizational justice and...
Show moreThe purpose of this study is to investigate both individual and structural factors in predicting workplace deviance. Deviant workplace behavior is a prevailing and costly phenomenon in organizations. It includes a wide range of negative acts conducted by employees to harm the organization and its members. In the first section, I conducted a comprehensive literature review. In the review, I first review the current state of research on the relationship between organizational justice and workplace deviance by presenting the various theoretical frameworks, as well as empirical findings. Next, I summarize existing research patterns and identify research challenges that must be overcome in order to advance our understanding of this topic. Finally, I offer future directions researchers should undertake in justice-deviance research. Specifically, I suggest the development of more comprehensive models that include potential moderators and mediators that may better explain how and why justice judgments can lead to deviant behaviors and when the negative effect is most damaging. In the second section, I developed a theoretical model that proposes the relationship between organizational justice, organizational structure (centralization and organicity), employee perceived powerlessness, information salience about each type of justice, and workplace deviance. In the third section, I tested the model and presented the findings. Results of HLM analysis show that (1) organizational justice, perceived powerlessness, and centralization exert direct effects on workplace deviance, (2) organicity exerts direct effects on justice information salience; (3) perceived powerlessness partially mediates the relationship between centralization and organizational deviance; (4) information salience of procedural justice strengthens the effects of procedural justice on interpersonal deviance. Conclusions are drawn from the theory and findings, highlighting implications for future workplace deviance and organizational behavior research.
Show less - Date Issued
- 2007
- Identifier
- CFE0001975, ucf:47470
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0001975
