Purpose – The purpose of this paper is to develop a theoretical model of the determinants of workplace deviant behaviour among support personnel in Malaysian Public Service organisations. Design/methodology/approach – This study is based on reviews of past studies on workplace deviant behaviour. To conduct the literature review, several keywords were identified. Several electronic databases available at the university ' s library such as Springer, Proquest, SAGE, Emerald, EBSCOHost, Science Direct, and Blackwell Synergy were used to search for supporting materials and resources. Findings – In the reviews, the authors found three potential groups of workplace deviant behaviour determinants among support personnel. The determinants are individual-related factors, organisational-related factors, and work-related factors. The paper established job satisfaction as a mediating variable between the three potential groups of determinants and workplace deviant behaviour. Practical implications – Future research could provide a more definitive theoretical statement of workplace deviant behaviour and develop an additional proposition which may be derived from a more refined theory. Practical interventions for HRD professionals were suggested to assist individuals and organisations towards reducing the prevalence of workplace deviant behaviour. Originality/value – The research yields a theoretical framework that outlines the predictive potential of the three key factors in explaining workplace deviant behaviour among support personnel. The factors can be considered in developing HRD practices.

Purpose Existing literature acknowledges the role of green human resource management (GHRM) in shaping employees’ pro-environmental behaviour and environmental performance. However, limited studies have investigated the specific impacts of GHRM practices on pro-environmental behaviour from the employees’ perspectives. This study aims to conceptualise GHRM practices as internal resources that can be used to stimulate employee pro-environmental information technology (IT) behaviour. Design/methodology/approach The hypothesised relationships were tested with the aid of partial least square path modelling of data collected from 333 IT professionals in ISO 14001 companies in Malaysia. Findings The results suggest that green training and development, performance management and empowerment and participation are essential in stimulating pro-environmental IT behaviour. Besides, the mediating effects of pro-environmental IT behaviour were significant for the impacts of green training and development, performance management and green empowerment and participation on environmental IT performance. Research limitations/implications The results indicate that GHRM practices are significant predictors of environmental IT performance, but training and development could be counter-productive to performance unless it stimulates employees’ engagement in pro-environmental behaviour. Originality/value This study contributes to the resource-based view of HRM by examining GHRM practices as organisational resources for stimulating employee pro-environmental IT behaviour to support environmental IT performance.

The advancement of the personal mobile devices has given employees the opportunity to use these devices for non-work-related activities which poses a new threat to companies. Hence, this study investigates the level and determinants of personal Internet use using personal devices among Malaysian employees. A total of 200 questionnaires were distributed to 12 organisations in Melaka and Kuala Lumpur. Results of this study indicate that habit and external locus of control are predictors of personal Internet use. The paper presents empirical data of individual and situational-related variables predicting personal Internet use among employees from the perspective of personal mobile devices

The study seeks to examine the influences of organizational-related factors among 220 support staff in a Malaysian government organization. Specifically, it seeks to determine the influence of perceived organizational support, organizational justice, organizational ethical climate, and trust in organization on interpersonal and organizational deviance. This study employed crosssectional survey involving a sample of 220 support staff. The findings highlighted that perceived organizational support and organizational ethical climate influences interpersonal deviance whereby organizational justice and perceived organizational support influences organizational deviance among the support staff. This study suggests human resource professionals to use their expertise in reducing workplace deviance.

Purpose This study aims to investigate the implication of workplace incivility among employees in the public service department in Putrajaya involving job satisfaction, work stress, psychological contract, knowledge sharing and work engagement. Design/methodology/approach This cross-sectional study examines the implication of workplace incivility among 180 employees in the Malaysian public service organization. Purposive sampling was used in this study. Partial least square was used to examine the measurement and the structural model of this study. Findings The result demonstrated that workplace incivility was associated with the psychological contract, job satisfaction, work stress and work engagement. The study also found that workplace incivility does not impact knowledge sharing in the public service organization department. Practical implications Future research could provide a more broadened scope to ensure the generalization of the results for the overall public service in Malaysia. Human resource development researchers could look into experimental studies to raise the awareness of workplace incivility that may lead to the decline of workplace incivility. Originality/value The research could trigger more empirical research toward understanding the phenomenon and implication of workplace incivility in the perspective of Malaysian public service organizations specifically in Asian countries, which are currently limited.

Workplace deviance has become pervasive in most organizations today. This crosssectional study examines the influences of individual-related factors and job satisfaction on workplace deviance behaviour among 429 support personnel in Malaysian public service organizations. Samples were randomly selected using multi-stage cluster sampling. The findings of the study indicated that agreeableness, negative affectivity, conscientiousness, emotional intelligence and job satisfaction predicted the organizational deviant behaviour. The same variables, except for emotional intelligence, also correlated to interpersonal deviant behaviour. Implications and suggestion for future research are discussed. IntroductionDeviant behaviour among support personnel has become one of the most complex issues faced by the Malaysian public service organizations. Support personnel are the frontline employees who deliver services to the public and the existence of deviant behaviour affects the quality of services offered by the organizations. Workplace deviance refers to voluntary behaviour by employees which affects the organizational standards of ethical conduct that threatens the well-being of the organization and its stakeholders (Robinson and Bennett 2000). Workplace deviant behaviour could be categorized into two groups: positive and negative deviances (Appelbaum, Iaconi, and Matousek 2007). Positive deviance includes behaviours that employers do not consent to, but assist in reaching the organization's missions. In contrast, destructive deviant behaviour involves negative behaviours which implicate the organizations and its affiliates. This study focuses on the negative or destructive deviance because negative behaviours bear adverse consequences to the organization and its affiliates, and workplace deviance has major effect on employees' work motivation and performance.Human resource development (HRD) professionals are encouraged to assist organizations in preventing and discouraging such destructive behaviours within the organization walls. Shim (2008) highlighted that workplace deviant behaviours have been largely overlooked by researchers in the HRD field, which contributes to the lack of

This study investigates usage behaviour as a variation in internet engagement by integrating the concept of access gaps with the ability-motivation-opportunity (AMO) framework. The research model was tested with data collected from 270 respondents in Klang Valley, which is the most urbanised metropolis in Malaysia. The result of path modelling analysis revealed that the cognitive factor of internet skill has the most significant effect on internet engagement. Besides, the significant effects of opportunity and extrinsic motivation on engagement were confirmed. Intrinsic motivation has no significant impact on engagement, but it has a significant interaction effect with opportunity. Thus, the lack of opportunity to access the internet does not limit the frequent engagement of the intrinsically motivated user. This study offers a systematic explanation of the underlying mechanism for the interaction among the access gaps and an alternative model in explaining the determinants of internet users’ behaviour.

This research investigates sustainable procurement behaviour according to standpoint of green human resource management relationships. Surveyed of the past studies on inter-organizational interconnections and supported by Ability-Motivation-Opportunity Framework, a conceptual framework is offered, as well as theoretical reasoning leading to assertions. Taking into consideration the most common practices of green human resource management, green human resource management are conceptualized as in four practices: (1) Green Training; (2) Green Performance Management; (3) Green Employment Involvement; and (4) Green Management of Organizational Culture. The conceptual framework's theoretical and managerial ramifications are also addressed.Keywords: sustainable procurement behaviour • green human resource management • green training • green performance management • green employment involvement • green management of organizational culture