The underlying mechanism between perceived organizational injustice and deviant workplace behaviors: Moderating role of personality traits

Khattak, Mohammad Nisar; Khan, Mohammad Bashir; Fatima, Tasneem; Shah, Syed Zulfiqar Ali

doi:10.1016/j.apmrv.2018.05.001

Cited by 67 publications

(84 citation statements)

References 72 publications

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“…However, in general, most workplace deviance research has typically focused on individual predispositions to deviant behavior, such as personality traits, e.g., [38][39][40], individual mental health [41], attitudes [42] and the likes, while less emphasis has been placed on organization-or work-related factors.…”

Section: Deviant Workplace Behavior and Its Antecedentsmentioning

confidence: 99%

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

2019

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Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.

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Section: Deviant Workplace Behavior and Its Antecedentsmentioning

confidence: 99%

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

2019

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“…Organizations are required to be able to avoid deviant behavior that comes from personal factors by being more careful in managing people, and this starts with the recruitment and training process [9]. To avoid deviance behavior in the organizational context, organizational jusctice principles must be upheld because it can have a positive impact on the emotional, attitudes, and behavior of employees for the long term [10], [11]. In other words, injustice will cause negative feeling and its effect on deviance or counterproductive workplace behavior [12].…”

Section: Introductionmentioning

confidence: 99%

“…In addition to several studies that have shown a significant negative correlation between organizational justice and workplace deviance [9], [11], [14], [17], [18], [32], [34], several studies suggest different results. [60] stated that not all dimensions of organizational justice have a significant effect on deviant behavior, but only interpersonal justice.…”

Section: Introductionmentioning

confidence: 99%

The Mediating Role of Job Satisfaction on the Relationship of Workplace Spirituality and Organizational Justice on Workplace Deviance Behavior

Rosid¹,

Najmudin²,

Suwarto³

2020

Proceedings of the 2nd International Conference of Business, Accounting and Economics, ICBAE 2020, 5 - 6 August 2020, Purwoker

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Workplace Deviance Behaviour becomes to the attention of the researchers and practitioners, because of its detrimental impact on the organization. This research aims to examine the effect of organizational justice and workplace spirituality on workplace deviance behaviour and to examine the role of job satisfaction as a mediation among them. This research is being tested on four Private Hospital wich has strong religion climate in Metro Lampung province with 168 samples. Reverse pattern questionnaire is used to examine the impact of organizational justice, workplace spirituality and job satisfaction to workplace deviance behavior. Data collected were analyzed using SmartPLS 2.0, and the result showed that organizational justice, workplace spirituality and job satisfaction each has negative significant direct impact on the workplace deviance behaviour. Job satisfaction is also proven to have the role of partial mediation in the relationship between organizational justice and workplace deviance behavior and the relationship between workplace spirituality and workplace deviance behavior.

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“…Studies also highlight a significant and negative correlation between worker perceptions of organizational justice and their willingness to exhibit fraudulent behavior (Greenberg, 1993; Rae & Subramaniam, 2008). Fairness and perceptions of unethical or unfair treatment in the workplace are important aspects when considering deviant behavior (Khattak, Khan, Fatima, & Shah, 2018). Negative employee deviance is also linked to personal emotions such as anger, and interpersonal stressors in the work environment that can lead to reduced productivity, absenteeism, sabotage, theft, or a wish to undertake retaliatory action or seek restorative justice (Ambrose, Seabright, & Schminke, 2002).…”

Section: Individualism Collectivism Masculinity and Power Distancementioning

confidence: 99%

Moving from a compliance‐based to an integrity‐based organizational climate in the food supply chain

Manning¹

2020

Comp Rev Food Sci Food Safe

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Compliance is the act or status of complying with an imperative regulatory or normative requirement, that is, compliance means working within boundaries defined by contractual, social, or cultural standards. The aim of this narrative review is to use the food supply chain as a lens of enquiry to distinguish between compliance-based and integrity-based organizational climates and frame and rationalize why deviant behavior arises and how it can be identified. Contemporary theory is explored and critiqued using case studies to contextualize the challenge of organizations promoting supply chain compliance and at the same time recognizing the need for deviant behavior to occur in order to drive innovation and continuous improvement within food supply chains. Deviant behavior can be perceived as either positive in terms of driving continuous improvement or destructive where this behavior has a negative impact on the organization. Although multiple cultural maturity models seek to characterize positive food safety culture and climate, there is minimal research that focuses on the characterization of deviant negative behavior or the development of early warning systems designed to pinpoint signals, traits, or characteristics of this behavior such as low staff morale, theft, property destruction, or absenteeism. The use of cultural maturity models and assessment tools is of value in assisting organizations to translate from a rule, instrumental, or compliance-based organizational climate to an ethically strong organizational climate that focuses on integrity, building trust, and values and a new cultural maturity model is proposed and explored.

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The underlying mechanism between perceived organizational injustice and deviant workplace behaviors: Moderating role of personality traits

Cited by 67 publications

References 72 publications

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

The Mediating Role of Job Satisfaction on the Relationship of Workplace Spirituality and Organizational Justice on Workplace Deviance Behavior

Moving from a compliance‐based to an integrity‐based organizational climate in the food supply chain

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