Antecedents of Deviant Work Behavior: A Review of Research

Metofe, Peter A

doi:10.4172/2469-6676.100131

Cited by 5 publications

(5 citation statements)

References 18 publications

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“…This study’s findings in relation to job dissatisfaction that leads to CWB is also consistent with previous studies (Bolin & Heatherly, 2001; Cohen et al, 2013; De Clercq et al, 2020; Metofe, 2017; Muafi, 2011; Tillman et al, 2018; Zhang et al, 2019). The positive correlation between job dissatisfaction and CWB confirms the attitude-behavior relationship asserted by Ajzen (1993), which implies that university staff’s involvement in CWB is dependent on their attitudes toward their jobs.…”

Section: Discussionsupporting

confidence: 93%

“…Sayeed and Nazir (2019), in their literature review, reported that many researches emphasized CWB as a disruptive problem for every organization and deserves serious attention. Researchers, such as Bolin and Heatherly (2001), Metofe (2017), Moore et al (2012), and Nawaz et al (2018) found that employees are likely to exhibit CWB based on their negative job attitudes. One critical attitude that might relate to employees’ CWB is their sense of job dissatisfaction (De Clercq et al, 2020; Muafi, 2011; Zubaidah et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Determinants of Job Dissatisfaction and Its Impact on the Counterproductive Work Behavior of University Staff

et al. 2022

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The employee behavior literature is very much dominated by studies on “good” or “positive” behaviors, but relatively little has been researched on the negative attitudes and behaviors of people within the workplace, in particular, job dissatisfaction and counterproductive work behavior (CWB). Therefore, the present study is intended to (1) investigate the influence of job stressors (i.e., role overload, role conflict, role ambiguity, and organizational constraints) on job dissatisfaction among university staff and (2) examine the influence of job dissatisfaction on university staff’s CWB. Data was gathered through 266 questionnaires and tested using partial least squares structural equation modeling. The results revealed that organizational constraints, role overload, and role ambiguity are significant stressors that increase job dissatisfaction, which in turn, increase CWB. Thus, the findings highlight the vital role of specific job stressors (i.e., role overload, role ambiguity, and organizational constraints) in causing job dissatisfaction and CWB among university staff. The findings contribute to the stressor-emotion model and Herzberg’s motivation-hygiene theory. Theoretical and practical implications are discussed.

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Section: Discussionsupporting

confidence: 93%

Section: Introductionmentioning

confidence: 99%

Determinants of Job Dissatisfaction and Its Impact on the Counterproductive Work Behavior of University Staff

et al. 2022

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“…More substantial evidence for this claim lies in the study by Scott and Barnes (2011), which found that negative emotions fully mediated social injustice at work and organizational deviance. Similarly, Metofe (2017) concluded that deviant acts respond to negative emotions elicited by situations, such as anger and frustra-tion. In sum, relevant literature demonstrates that negative occurrences and emotions at work trigger deviant acts.…”

Section: Introductionmentioning

confidence: 99%

Workplace Bullying and Organizational Deviance : Does Gratitude Matter?

Ashraf

Khan

2022

JISR-MSSE

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Two objectives guide this study: first, to examine whether organizational deviance is a consequence of workplace bullying, and second, to investigate a possible moderating effect of gratitude on the relationship between workplace bullying and organizational deviance. Variables were tapped using the Negative Acts Questionnaire, Organisational Deviance Measure, and Gratitude Questionnaire (GQ6). This study uses a correlation-causal design; data were drawn from a sample of 215 workers employed in telecom organizations and higher education institutes and universities based in Islamabad and Rawalpindi. Linear and hierarchical regression techniques were used to test the hypothesized direct and moderating effects. Results confirmed both hypotheses, implying that workplace bullying offsets organizational deviance in bullied employees and that gratitude moderates the relationship. Theoretically, the study contributes to the current literature by signifying that workplace bullying triggers deviance in employees and that gratitude is an important variable that lessens the undesirable triggering of workplace deviance in bullied employees. Managers should create awareness about bullying and deviant acts at work and assert gratitude within the organizational environment through training and workshops to lessen bullying incidents and offset unwanted bullying outcomes. They are also advised to minimize bullying and its subsequent effects by establishing clarity in work design.

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“…Most studies understand [7] deviant workplace behaviour as voluntary harm to the organization as a result of the employees' lack of motivation to comply with the organization's regulatory requirements and/or their motivation to violate these norms. Theoretical models explain the causes of deviant workplace behaviour, indicating, among others, employees' retaliation against unsatisfactory working conditions or unfair treatment by engaging in behaviour that is harmful to the organization or other employees [8].…”

Section: Introductionmentioning

confidence: 99%

Relationship between deviant workplace behaviour and moral disengagement among auto mechanics

Kalinnikova

Saplavska

Zavodilov³

2021

20th International Scientific Conference Engineering for Rural Development Proceedings

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In Latvia, over the past year a large number of complaints related to the quality of repair and maintenance in car service stations have been recorded. Among the claims of customers, there are price deceptions, unjustified replacement of parts, imposing unnecessary repairs or replacement of parts, deliberate delayed repairs, which refers to deviant workplace behaviour. Among factors leading to this behaviour researchers attribute moral disengagement and immorality of the employees. This study empirically tested the relationship between deviant workplace behaviour and moral disengagement among auto mechanics. The study revealed that auto mechanics not prone to deviant workplace behaviour use such moral disengagement mechanisms that allow them to rationalise their behaviour by justifying its acceptability and morality, whereas automechanics with recurrent and regular deviant workplace behaviour use such moral disengagement mechanisms that distort the effects of their destructive behaviour making it possible to relieve themselves of responsibility or cover it up by shifting responsibility to the victims, other people or circumstances. The results can be applied in improving professional competences of service managers.

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Antecedents of Deviant Work Behavior: A Review of Research

Cited by 5 publications

References 18 publications

Determinants of Job Dissatisfaction and Its Impact on the Counterproductive Work Behavior of University Staff

Determinants of Job Dissatisfaction and Its Impact on the Counterproductive Work Behavior of University Staff

Workplace Bullying and Organizational Deviance : Does Gratitude Matter?

Relationship between deviant workplace behaviour and moral disengagement among auto mechanics

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