INDIVIDUAL LEVEL DETERMINANTS OF CONSTRUCTIVE & DESTRUCTIVE WORKPLACE DEVIANT BEHAVIOR

ANJUM TANWAR

Abstract


Workplace deviance is turning into an increasingly vital issue for organization. Destructive deviant behaviors, like as theft workplace aggression and sabotage may end up in substantial economic and social costs for organizations. To date, employee deviance has usually been conceptualized as destructive. Whereas deviant behavior may be harmful, employee deviance can be constructive and functional as well. Employees, who participate in constructive deviance like innovative behaviors, will offer organizations with necessary creativity.

Despite the importance of understanding employee deviance, very little is recognized on the determinants of employee deviant behavior. Within the study, the determinants of both destructive and constructive deviance were investigated. The relationship between deviance and individual, job, organization and cultural factors were examined. Furthermore, it was proposed that the extent to which people feel confident in performing their roles would have an impact on the relationship between job factors and workplace deviance.

By identifying the major factors relating to employee deviance, this study attempts to increase our understanding of the determinants of both destructive and constructive deviance. The findings can provide managers with new insights in finding ways to prevent destructive deviant behaviors, such as petty theft, and to enhance constructive behaviors such as role innovation.


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