Getting even

2019 ◽  
Vol 8 (3) ◽  
pp. 332-347
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Abusive Supervision ◽  
Moderating Effect ◽  
Workplace Deviance ◽  
Intention To Quit ◽  
Organizational Deviance ◽  
Content Type ◽  
Deviant Behaviors ◽  
Interpersonal Deviance ◽  
The Relationship ◽  
Research Studies

Purpose Unlike most empirical investigations that have tested the relationship between abusive supervision and subordinate’s workplace deviance in a large and formal organizational setup, this study investigates the effect of abusive behavior of owner-manager of small entrepreneurial establishments on subordinate’s workplace deviance. The purpose of this paper is twofold: first, it explores the moderating effect of intention to quit on the relationship between abusive supervision and organizational as well as interpersonal deviance; and second, it investigates whether the moderating effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (others directed). Design/methodology/approach The participants of this study were 240 restaurant and hotel employees working in three small entrepreneurial organizations in the eastern state of India. The authors have collected data on the predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants completed measures of the perception of their owner-manager’s abusiveness and their intention to quit. At Time 2, participants responded to organizational deviance and interpersonal deviance. Findings The findings of the study is in line with previous research studies (Tepper et al., 2007; Thau et al., 2009) that reported intention to quit will moderate the positive relationship between abusive supervision and organizational deviance and interpersonal deviance such that the relationship will be stronger when intention to quit is high rather than low. The finding of the study also corroborates the prediction that the interactive effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (aimed at other members of the organization) when intention to quit is higher. Originality/value This study is among the very few empirical research studies that have investigated the effect of abusiveness of owner-manager on subordinate’s workplace deviance in small organizations. Another unique aspect of the study is that it is one of few to propose and test, how (whether organizational deviance or/and interpersonal deviance) and to what extent (more organizational or supervisor directed than interpersonal or others directed deviance) subordinates of abusive supervisor retaliate by engaging in workplace deviant behaviors.

Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fenika Wulani ◽  
Tarsisius Hani Handoko ◽  
Bernardinus Maria Purwanto
Keyword(s):  
Impression Management ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Organizational Deviance ◽  
Content Type ◽  
Deviant Behaviors ◽  
Interpersonal Deviance ◽  
The Impact ◽  
The Relationship

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fenika Wulani ◽  
Marliana Junaedi
Keyword(s):  
Cultural Values ◽  
Structural Equation ◽  
Power Distance ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Deviant Behaviors ◽  
Interpersonal Deviance ◽  
Managerial Employees ◽  
The Relationship

PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

Abusive supervision and workplace deviance: the role of negative reciprocity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guglielmo Faldetta
Keyword(s):  
Theoretical Model ◽  
Organizational Behavior ◽  
Abusive Supervision ◽  
Workplace Deviance ◽  
Content Type ◽  
Deviant Behaviors ◽  
Negative Reciprocity ◽  
First Time ◽  
The Relationship

Purpose This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process. Design/methodology/approach This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations. Findings This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance. Originality/value Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.

Effect of abusive supervision on employee’s intention to quit and the neutralizing role of meaningful work in Indian IT organizations

2017 ◽  
Vol 25 (5) ◽  
pp. 825-838 ◽  
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Organizational Context ◽  
Empirical Studies ◽  
Meaningful Work ◽  
Abusive Supervision ◽  
Moderating Effect ◽  
Self Report ◽  
Intention To Quit ◽  
Content Type ◽  
The Relationship

Purpose Several studies have investigated the harmful effects of abusive supervision on subordinates’ behaviour and performance, including their intention to quit. However, there is a conspicuous dearth of empirical studies testing the deleterious interpersonal relationship, especially in Indian organizations. The purpose of this study is to explore the moderating role of meaningful work as a neutralizer in mitigating the pernicious effect of abusive supervision on subordinates’ turnover intention. Design/methodology/approach Data were collected from software professionals working in several Indian IT companies through self-report questionnaires (n = 227), using a time-lagged design on two occasions (span between T1 and T2 was three to four weeks). Findings The result confirms that abusive supervision is strongly related to subordinates’ intention to quit. Also, the study finds meaningful work to have a significant moderating effect on the relationship between abusive supervision and intention to quit. Originality/value The number of empirical studies exploring the pernicious effect of abusive supervision in Indian organizational context is almost negligible. In addition, the current study is among the few studies that have investigated the moderating effect of meaningful work on the relationship between abusive supervision and intention to quit.

The combined effect of perceived organizational injustice and perceived politics on deviant behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Nisar Khattak ◽  
Roxanne Zolin ◽  
Noor Muhammad
Keyword(s):  
Detrimental Effect ◽  
Deviant Behavior ◽  
Perceived Injustice ◽  
Content Type ◽  
Deviant Behaviors ◽  
Perception Of Politics ◽  
Interpersonal Deviance ◽  
The Relationship ◽  
Second Wave ◽  
Perceived Unfairness

Purpose The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work. Design/methodology/approach To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance. Findings Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high. Originality/value To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

scholarly journals Leader’s integrity and interpersonal deviance

2019 ◽  
Vol 15 (3) ◽  
pp. 611-627 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Higher Education ◽  
Moral Identity ◽  
Interpersonal Relationship ◽  
Workplace Deviance ◽  
Mediating Effect ◽  
Content Type ◽  
Leader Integrity ◽  
Interpersonal Deviance ◽  
The Relationship ◽  
Moral Efficacy

Purpose The purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance. The authors further argue that the modeled relationships are moderated by moral identity. Design/methodology/approach Data were collected from ten universities in Turkey. The sample included 693 randomly chosen faculty members along with their department chairs. Findings The results of this study supported the negative effect of leader integrity on employee’s interpersonal deviance as well as the mediating effect of moral efficacy. Moreover, when the level of moral identity is high, the relationship between leader integrity and interpersonal deviance is strong, whereas the relationship is weak when the level of moral identity is low. Practical implications This study’s findings indicate that higher education administrators should be cautious in treating their subordinates, as this will lead to a favorable interpersonal relationship, which in turn will reduce the interpersonal deviance of the subordinate. In addition, the buffering role of the moral identity should be paid more attention, particularly to people with low moral efficacy and high interpersonal deviance. Originality/value This study contributes to workplace deviance literature by revealing the relation between leader integrity and interpersonal deviance. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation.

scholarly journals Opportunity, job pressure and deviant workplace behaviour: does neutralisation mediate the relationship? A study of faculty members in public universities in Nigeria

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael Olalekan Adeoti ◽  
Faridahwati Mohd Shamsudin ◽  
AlHamwan Mousa Mohammad
Keyword(s):  
Ethical Climate ◽  
Public Universities ◽  
Workplace Deviance ◽  
Faculty Members ◽  
Fraud Triangle ◽  
Content Type ◽  
Work Pressure ◽  
Triangle Theory ◽  
Interpersonal Deviance ◽  
The Relationship

PurposeThe purpose of the present study was twofold: (1) to examine the direct effect of the dimensions of opportunity (i.e. ethical climate and institutional policy) and dimensions of job pressure (i.e. workload and work pressure) on workplace deviance (i.e. organisational and interpersonal deviance) and (2) to assess the mediation of neutralisation in the relationship between the dimensions of opportunity, job pressure and workplace deviance.Design/methodology/approachThe present study drew from the fraud triangle theory (FTT; Cressey, 1950) and the theory of neutralisation (Sykes and Matza, 1957) to achieve the research objectives. Survey data from 356 full-time faculty members in Nigerian public universities were collected. Partial least square-structural equation modelling (PLS-SEM) was employed to analyse the data.FindingsThe results indicated that opportunity and job pressure significantly affected workplace deviance. As expected, neutralisation was found to mediate the negative relationship between ethical climate and interpersonal deviance and the positive relationship between workload, work pressure and interpersonal deviance. Contrary to expectation, neutralisation did not mediate the relationship between opportunity, pressure and organisational deviance.Research limitations/implicationsThe sample was drawn from academics in public universities and the cross-sectional nature of this study means that the findings have limited generalisations.Practical implicationsThis study offers insights into the management of Nigerian public universities on the need to curb workplace deviance amongst faculty members. This study recommends that the management improve the work environment by enhancing the ethical climate and institutional policies and reviewing the existing workload that may constitute pressure to the faculty members.Originality/valueThe present study provides empirical support for the fraud triangle theory and theory of neutralisation to explain workplace deviance.

Not bad, just unhappy: diminished well-being as a motive for interpersonal deviance

2018 ◽  
Vol 39 (1) ◽  
pp. 66-81 ◽  
Author(s):  
Gergana Markova
Keyword(s):  
Social Acceptance ◽  
Affective State ◽  
Well Being ◽  
Content Type ◽  
Deviant Behaviors ◽  
Discipline Policies ◽  
Interpersonal Deviance ◽  
The Relationship ◽  
Intentional Acts

Purpose The purpose of this paper is to investigate the relationship between diminished employee well-being and interpersonal deviance. Design/methodology/approach In a survey, 380 employees from 107 organizations were asked about their psychological and social well-beings. Participants reported their experiences of irritation, depression and anxiety for psychological well-being. A modified scale of social well-being captured participants’ scores on social integration and social acceptance. Respondents also self-reported incidents of interpersonal deviance against coworkers. Findings The results demonstrate that only irritation, not depression or anxiety, was positively related to interpersonal deviance. Socially accepting individuals were less likely to engage in deviant acts against their coworkers. Furthermore, respondents scoring high on both neuroticism and depression were reporting more acts of interpersonal deviance. Research limitations/implications Based on these findings, the role of intent in the study of workplace deviance is discussed. Practical implications The findings of this study suggest that diminished well-being can be a catalyst for other negative outcomes in the workplace. Management should be concerned with the affective state of employees as the experiences of one person may translate into experiences for others. Given the complexity of human experiences, decision makers in organizations should consider emotional state and experiences in developing practices for deviance prevention. Attention and intervention initiatives devoted to improving well-being and social health of employees might be more effective than discipline policies. Originality/value Deviant behaviors are often conceptualized as intentional acts. The findings of this research paper provide some evidence that factors other than harmful intend may motivate transgressions against coworkers.

“I want to leave, but there is nowhere to go”

2019 ◽  
Vol 28 (2) ◽  
pp. 474-487
Author(s):  
Riann Singh
Keyword(s):  
Banking Sector ◽  
Turnover Intentions ◽  
Abusive Supervision ◽  
Workplace Deviance ◽  
Frontline Employees ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Wave Research ◽  
The Relationship

Purpose Limited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervision are more likely to develop intentions to leave their job. Abusive supervision is expected to indirectly spur workplace deviance, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace deviance, thereby forming a moderated-mediation model. Design/methodology/approach Employee data were collected from 228 frontline employees within the banking sector of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research relationships. Findings The findings provided support for the propositions that abusive supervision predicts turnover intentions, that turnover intentions mediate the abusive supervision – workplace deviance relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace deviance. Originality/value This study addresses a clear research gap, as no study has examined how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. In fact, few studies have explored the behaviour of reluctant stayers and the moderating role of job alternatives in the behaviours of such stayers.

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