Breaking rules for the right reasons? An investigation of pro‐social rule breaking

Abstract

SummaryPro-social rule breaking (PSRB) is a form of constructive deviance characterized by volitional rule breaking in the interest of the organization or its stakeholders. Over the course of three studies, we developed a generalizable measure of PSRB and placed it in a nomological network with personality, workplace perceptions, counterproductive behaviors, and task and contextual performance ratings made by supervisors and coworkers. Results indicate that PSRB is negatively related to task performance ratings across both sources despite its pro-social motivation intended to help the organization. Potential directions for future research concerning reactions to constructive deviance are discussed.

The contribution of work characteristics and risk propensity in explaining pro-social rule breaking among teachers in Wakiso District, Uganda

“…For example, where a rule of saying that goods sold are never returned, and a sales person follows this to the letter, an organisation may lose a key customer, and as a means of avoiding this, the salesperson may decide to break such a rule. Dahling et al (2012) added that pro-social rule breaking is a form of constructive deviance that entails breaking rules for the right reasons. Notably, the organisational life reality places employees in scenarios where they have to make choices to either follow the rules or to deviate in the interest of effectively responding to the demands from customers, coworkers or their tasks themselves.…”

“…In another study that employed the theory of reasoned action, it emerged that job demands that entailed job complexity were vital for pro-social rule breaking (Dahling, Chau & Gregory, 2012). In explaining the outcome, it was advanced that a person may, for the sake of fulfilling a task that is not clear, opt to break rules, which otherwise, would have been difficult to accomplish if all the prescribed rules were followed.…”

“…Finally, a questionnaire was developed from the work of Dahling et al (2012) to measure pro-social rule breaking. …”

“…Dahlin et al (2010) also found that ambiguity, a key characteristic of task complexity, enhances pro-social rule breaking, especially in a bid to reduce the conflict emerging from the ambiguity. Again Dahling et al (2012) observed that job demands which would entail the job complexity are vital for pro-social rule breaking because a person for the sake of fulfilling a task that is not clear may opt to break the rules.…”

“…Employees have at times enhanced the performance of their organisations by going against the rules and policies, a concept known as pro-social rule breaking (Phil, Bryant, Davis, Hancock & Vardaman, 2010). The concept refers to a positive behaviour that is motivated by the love and concern for an organisation that entails intentional violation of formal policies and regulations in a bid to promote the welfare of the organisation or any of its stakeholders (Dahling, Chau, Mayer & Gregory, 2012).…”