Employee deviant behavior: role of culture and organizational relevant support

Abstract

Purpose The purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations. Design/methodology/approach This research applies a fuzzy-set qualitative comparative analysis. Findings The results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB. Originality/value The main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

“…In terms of identifying selected values that act as antecedents of deviant behavior and with regard to characteristics of culture that promote deviance, for instance, Zheng et al [18] found that in Machiavellian corporate culture that included dimension of low trust, control and status orientation employees exhibit counterproductive work behavior. Kalemci et al [19] found power distance and paternalistic cultural orientation interrelates with deviant behavior. Previous empirical research that orients on CVF cultural types, as Fulmore [20], finds hierarchy culture to encourage and clan culture to discourage ethical behavior, while results of Di Stefano et al [21] show lowest level of deviance to be in adhocracy and clan cultures.…”

Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism

“…Collectivism is the extent to which individuals are integrated and cohesive with their groups and is a moral model in company and employee relations (Hofstede, 1998). Society in the collectivism culture tends to be more loyal and concerned with achieving group goals rather than their personal interests (Kalemci et al, 2019), helping each other (Pekerti and Sendjaya, 2010), Passive leadership and deviant behaviors resolving conflicts without destroying the group and conformity of behavior with group norms, such as regarding what behavior is acceptable in the group (Triandis, 2001). Moreover, if their behaviors deviate from group norms, they will lose their face (Triandis, 2001).…”

“…However, there are still very few studies investigating the role of PD and collectivism in weakening/strengthening WDB (e.g. Kalemci et al, 2019). To the best of our knowledge, no studies have been done to investigate the moderating effect of cultural values on the relationship between passive leadership and deviant behaviors toward supervisors and coworkers.…”

Work-Culture for Employee Work-Behaviour: Mediating Role of Satisfaction

“…A number of researchers (Kalemci, Kalemci-Tuzun, & Ozkan-Canbolat, 2019;Zakayo, 2018;Dessler, 1999;Fiorita, Bozeman, Young, & Meurs, 2007) have laid their focus on linking culture, employee satisfaction, commitment and performance. In the past decades, organizational culture was at the centre of research interest because of its influence on organizational processes (Rashid, Sambasivan, & Johari, 2003).…”