The relationship between social norm consensus, perceived similarity, and observer reactions to coworker theft

Abstract

This research examines observers' reactions to coworker theft in a restaurant chain. This study focuses on the role of social information, such as the social norm consensus regarding the specific type of theft behavior, and on the perceived similarity between the observer and the perpetrator. In general, observers are less likely to label coworkers' behavior as theft when social norm consensus is low and when they perceive the perpetrator as similar to themselves. Also, observers are less likely to report and more likely to imitate the theft behavior of similar coworkers as the amount of consensus regarding the type of theft decreases. Analyses indicate that the relationship between similarity, reporting, and imitation of theft behavior is not mediated by the labeling of an event as theft. Implications for employee theft research and human resource management practice are discussed. © 2007 Wiley Periodicals, Inc.

Beyond silence or compliance: The complexities of reporting a friend for misconduct

“…Thus, employees are more likely to adopt the moral perspective of a friend than a non‐friend peer who is involved in a workplace transgression, especially if the employee has a Machiavellian orientation (Ruiz‐Palomino et al, ). For example, employees may judge unfair treatment or unethical behaviour less harshly when there is perceived similarity between the observer and the wrongdoer (Blader et al, ; Schmidtke, ). Although not yet studied in the context of friend‐reporting dilemmas, unconscious bias may also play a role in shaping friend‐reporting choices by creating “moral blind spots” when it comes to recognizing a friend's failings (Bazerman & Tenbrunsel, ; Gino & Bazerman, ; Gino et al, ; Greenberger et al, ; Umphress & Bingham, ).…”

The social context of compensation design: Social norms and the impact of equity incentives

“…Local social norms shape executives’ cognitive frame and inform executives’ perceptions of what constitutes legitimate behavior (Gómez‐Mejía et al, ; Marquis & Battilana, ; Marquis & Lounsbury, ; Schmidtke, ). Employees at lower levels also form perceptions of what behavior is legitimate based on the norms prevailing in a given work location (Schmidtke, ). Patterns of behavior can emerge as individuals subconsciously conform to the common perceptions and values in their environment and as individuals consciously adjust their behavior to enjoy the benefits of social membership (Marquis et al, ; Oliver, ).…”

Beyond Neighborhoods and Crime: Expanding the Scope of Social Disorganization to Explain Occupational Deviance

“…Formal organizational supports characterized by mechanisms to monitor, investigate, and sanction deviant behavior serve as an important control system function that encourages employee compliance with collective organizational goals (Parilla, Hollinger, and Clark ; Schmidtke ; Stansbury and Victor ). Formalized organizational policies therefore shape employee perceptions of inappropriate behaviors (Schmidtke ). More importantly, these programs require informal or workgroup participation to be effective (Lee and Fargher ; Stansbury and Victor :281).…”

“…Additionally, organizations that rely disproportionately on temporary or short-tenured employees experience higher rates of deviance (Hollinger and Clark 1983;Hollinger, Slora, and Terris 1992;Robin 1969;Schmidtke 2007;Tucker 1989Tucker , 1993. Employees with short-tenure, generally 1 year or less, tend to commit more deviance (Hollinger and Clark 1983;Robin 1969).…”

“…Conversely, older workers have greater stakes in conformity, and therefore, they stand to lose more if they engage in deviance (Huiras, Uggen, and McMorris 2000). Older workers are also more likely to adopt pro-organizational attitudes and norms (Schmidtke 2007). Such differences show that older workers are more deterrable than younger workers (Hollinger and Clark 1983).…”