Workplace deviance
Encyclopedia
Workplace deviance, in group psychology, may be described as the deliberate (or intentional) desire to cause harm to an organization – more specifically, a workplace. The concept has become an instrumental component in the field of organizational communication
. More accurately, it can be seen as "voluntary behavior that violates institutionalized norms and in doing so threatens the well-being of the organization".
s with their organizations. When his or her expectations are not met, the employee may "perceive a psychological contract breach by their employers". This "breach" of the psychological contract then presents potential problems, particularly in the workplace.
Workplace deviance may arise from the worker's perception that their organization has mistreated him or her in some manner. Employees then resort to misbehaving (or acting out) as a means of avenging their organization for the perceived wrongdoing. Workplace deviance may be viewed as a form of negative reciprocity. "A negative reciprocity orientation is the tendency for an individual to return negative treatment for negative treatment". In other words, the maxim "an eye for an eye" is a concept that some employees strongly feel is a suitable approach to their problem. However, what is critical in understanding employee deviance is that the employee perceives being wronged, whether or not mistreatment actually occurred.
can occur. Mitchell also states that workplace deviance occurs as a result of the displacement of employees’ frustration with (or aggression toward) their supervisor; it becomes directed toward coworkers and the organization. There are several reasons for this displacement. The employee may not have the opportunity to engage in retaliatory behavior towards the specific supervisor, or may fear doing so.
Workplace experiences may fuel the worker to act out. Research has been conducted demonstrating that the perception of not being respected is one of the main causes for workplace deviance; workplace dissatisfaction is also a factor. According to Bolin and Heatherly, "dissatisfaction results in a higher incidence of minor offenses, but does not necessarily lead to severe offense". An employee who is less satisfied with his or her work may become less productive as their needs are not meet. In the workplace, "frustration, injustices and threats to self are primary antecedents to employee deviance". Although workplace deviance does occur, the behavior is not universal.
is also considered a deviant behavior in the workplace, falling into the realms of both interpersonal and organizational deviance. Silence becomes employee deviance when “an employee intentionally or unintentionally withholds any kind of information that might be useful to the organization”. The problem occurs if an employee fails to disclose important information, which detrimentally affects the effectiveness of the organization due to poor communication.
, blame
(or false accusation), discrediting others and taking credit for another’s work. Motives for backstabbing include disregarding others' rights in favor of one's own gain, self-image management, revenge
, jealousy
and personal reasons.
, and other activities.
and even violence
. All these deviant behaviors create problems for the organization. It is costly for an organization to pay employees who are not working efficiently.
Organizational justice
and the organizational climate are also critical, since the quality of the work experience can impact employee behavior in the workplace. Organizational justice may be organized into three subcategories: procedural, distributive and interactional justice.
Research indicates that procedural justice (combined with interactional justice) is beneficial in reducing workplace-deviant behavior. Employees who are consulted (and given an opportunity to be involved in the decision-making processes at their organization) are less likely to act out, since their voices are valued.
Workplace deviance is a phenomenon which occurs frequently within an organization. Ultimately, it is the managers' and the organization's responsibility to uphold the norms to which the organization wishes to adhere; it is the organization's job to create an ethical climate. If organizations have authority figures who demonstrate their ethical values, a healthier workplace environment is created. “Research has suggested that managers’ behavior influences employee ethical decision-making”. Employees who perceive themselves as being treated respectfully and valued are those less likely to engage in workplace deviance.
Organizational communication
Organizational communication is a subfield of the larger discipline of communication studies. Organizational communication, as a field, is the consideration, analysis, and criticism of the role of communication in organizational contexts....
. More accurately, it can be seen as "voluntary behavior that violates institutionalized norms and in doing so threatens the well-being of the organization".
Psychological contract
Employees often create a set of expectations about their workplace; people tend to make psychological contractPsychological contract
A psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done...
s with their organizations. When his or her expectations are not met, the employee may "perceive a psychological contract breach by their employers". This "breach" of the psychological contract then presents potential problems, particularly in the workplace.
Workplace deviance may arise from the worker's perception that their organization has mistreated him or her in some manner. Employees then resort to misbehaving (or acting out) as a means of avenging their organization for the perceived wrongdoing. Workplace deviance may be viewed as a form of negative reciprocity. "A negative reciprocity orientation is the tendency for an individual to return negative treatment for negative treatment". In other words, the maxim "an eye for an eye" is a concept that some employees strongly feel is a suitable approach to their problem. However, what is critical in understanding employee deviance is that the employee perceives being wronged, whether or not mistreatment actually occurred.
Abusive supervision
Workplace deviance is also closely related to abusive supervision. Abusive supervision is defined as the "subordinates' perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors". If abusive supervision is practiced, retaliationRevenge
Revenge is a harmful action against a person or group in response to a grievance, be it real or perceived. It is also called payback, retribution, retaliation or vengeance; it may be characterized, justly or unjustly, as a form of justice.-Function in society:Some societies believe that the...
can occur. Mitchell also states that workplace deviance occurs as a result of the displacement of employees’ frustration with (or aggression toward) their supervisor; it becomes directed toward coworkers and the organization. There are several reasons for this displacement. The employee may not have the opportunity to engage in retaliatory behavior towards the specific supervisor, or may fear doing so.
Workplace experiences may fuel the worker to act out. Research has been conducted demonstrating that the perception of not being respected is one of the main causes for workplace deviance; workplace dissatisfaction is also a factor. According to Bolin and Heatherly, "dissatisfaction results in a higher incidence of minor offenses, but does not necessarily lead to severe offense". An employee who is less satisfied with his or her work may become less productive as their needs are not meet. In the workplace, "frustration, injustices and threats to self are primary antecedents to employee deviance". Although workplace deviance does occur, the behavior is not universal.
Types
Workplace deviance may be expressed in various ways. Employees can engage in minor, extreme, nonviolent or violent behavior, which ultimately leads to an organization's decline in productivity. Interpersonal and organizational deviance are two forms of workplace deviance which are directed differently; however, both cause harm to an organization.Interpersonal deviance
Interpersonal deviance can occur when misconduct "target(s) specific stakeholders such as coworkers". Behavior falling within this subgroup of employee deviance includes gossiping about coworkers and assigning blame to them. These minor (but unhealthy) behaviors, directed at others, are believed to occur as some employees perceive "a sense of entitlement often associated with exploitation". In other words, they feel the need to misbehave in ways that will benefit them.Organizational deviance
Deviant behavior typically aimed directly at the organization is often referred to as organizational deviance. Organizational deviance encompasses production and property deviance. Workplace-deviant behavior may be expressed as tardiness or excessive absenteeism. These behaviors have been cited by some researchers as "withdraw(al) behaviors…such behaviors allow employees to withdraw physically and emotionally from the organization".Silence
Employee silenceEmployee silence
Employee silence refers to situations where employees withhold information that might be useful to the organization to which they are a part of whether intentionally or unintentionally...
is also considered a deviant behavior in the workplace, falling into the realms of both interpersonal and organizational deviance. Silence becomes employee deviance when “an employee intentionally or unintentionally withholds any kind of information that might be useful to the organization”. The problem occurs if an employee fails to disclose important information, which detrimentally affects the effectiveness of the organization due to poor communication.
Coworker backstabbing
Coworker backstabbing occurs to some degree in many workplaces. It consists of an employee's doing something to another employee to get a "leg up" on the other employee. Strategies used for backstabbing include dishonestyDishonesty
Dishonesty is a word which, in common usage, may be defined as the act or to act without honesty. It is used to describe a lack of probity, cheating, lying or being deliberately deceptive or a lack in integrity, knavishness, perfidiosity, corruption or treacherousness...
, blame
Blame
Blame is the act of censuring, holding responsible, making negative statements about an individual or group that their action or actions are socially or morally irresponsible, the opposite of praise. When someone is morally responsible for doing something wrong their action is blameworthy...
(or false accusation), discrediting others and taking credit for another’s work. Motives for backstabbing include disregarding others' rights in favor of one's own gain, self-image management, revenge
Revenge
Revenge is a harmful action against a person or group in response to a grievance, be it real or perceived. It is also called payback, retribution, retaliation or vengeance; it may be characterized, justly or unjustly, as a form of justice.-Function in society:Some societies believe that the...
, jealousy
Jealousy
Jealousy is a second emotion and typically refers to the negative thoughts and feelings of insecurity, fear, and anxiety over an anticipated loss of something that the person values, particularly in reference to a human connection. Jealousy often consists of a combination of presenting emotions...
and personal reasons.
Cyberloafing
A novel form of workplace deviance has emerged in recent years, as technology becomes a bigger part of people’s work lives. Internet workplace deviance (or “cyberloafing”) has become another way for employees to avoid the tasks at hand. This includes surfing the web and doing non-work-related tasks on the internet such as chatting on social-networking sites, online shopping, downloading warezWarez
Warez refers primarily to copyrighted works distributed without fees or royalties, and may be traded, in general violation of copyright law. The term generally refers to unauthorized releases by organized groups, as opposed to file sharing between friends or large groups of people with similar...
, and other activities.
Production deviance
All behaviors in which deviant employees partake ultimately have a negative impact on the overall productivity of the organization. For this reason, all are considered production deviance. Production deviance is “behavior that violates formally prescribed organizational norms with respect to minimal quality and quantity of work to be accomplished as part of one’s job”.Property deviance
More serious cases of deviant behavior harmful to an organization concern property deviance. Property deviance is “where employees either damage or acquire tangible assets…without authorization”. This type of deviance typically involves theft but may include “sabotage, intentional errors in work, misusing expense accounts”, among other examples.Other types
Deviant behavior can be much more extreme, involving sexual harassmentSexual harassment
Sexual harassment, is intimidation, bullying or coercion of a sexual nature, or the unwelcome or inappropriate promise of rewards in exchange for sexual favors. In some contexts or circumstances, sexual harassment is illegal. It includes a range of behavior from seemingly mild transgressions and...
and even violence
Workplace violence
Workplace violence refers to violence that originates from employees or employers and threatens employers and/or other employees.-Definition:The definition of work related violence that has received pan-European acceptance is as follows:...
. All these deviant behaviors create problems for the organization. It is costly for an organization to pay employees who are not working efficiently.
Reducing workplace deviance
The relationships employees have with their organization are crucial, as they can play an important role in the development of workplace deviance. Employees who perceive their organization or supervisor(s) as more caring (or supportive) have been shown to have a reduced incidence of workplace-deviant behaviors. Supervisors, managers and organizations are aware of this, and “assess their own behaviors and interactions with their employees and understand while they may not intend to abuse their employees they may be perceived as doing so…”.Organizational justice
Organizational justice
The term organizational justice was coined by Greenberg and is defined as an individual’s perception of and reactions to fairness in an organization. Justice or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness,...
and the organizational climate are also critical, since the quality of the work experience can impact employee behavior in the workplace. Organizational justice may be organized into three subcategories: procedural, distributive and interactional justice.
- Procedural justiceProcedural justiceProcedural justice refers to the idea of fairness in the processes that resolve disputes and allocate resources. One aspect of procedural justice is related to discussions of the administration of justice and legal proceedings...
is concerned with how the decision-making process was made.
- Distributive justiceDistributive justiceDistributive justice concerns what some consider to be socially just allocation of goods in a society. A society in which incidental inequalities in outcome do not arise would be considered a society guided by the principles of distributive justice...
, on the other hand, considers the actual decision.
- Interactional justiceInteractional justiceInteractional justice is defined by sociologist John R. Schermerhorn as the "...degree to which the people affected by decision are treated by dignity and respect. Interactional justice is defined by sociologist John R. Schermerhorn as the "...degree to which the people affected by decision are...
involves the interpersonal relationship and sense of fairness which employees have with supervisors and other authority figures within the organization.
Research indicates that procedural justice (combined with interactional justice) is beneficial in reducing workplace-deviant behavior. Employees who are consulted (and given an opportunity to be involved in the decision-making processes at their organization) are less likely to act out, since their voices are valued.
Workplace deviance is a phenomenon which occurs frequently within an organization. Ultimately, it is the managers' and the organization's responsibility to uphold the norms to which the organization wishes to adhere; it is the organization's job to create an ethical climate. If organizations have authority figures who demonstrate their ethical values, a healthier workplace environment is created. “Research has suggested that managers’ behavior influences employee ethical decision-making”. Employees who perceive themselves as being treated respectfully and valued are those less likely to engage in workplace deviance.
See also
- Deviance (sociology)Deviance (sociology)Deviance in a sociological context describes actions or behaviors that violate cultural norms including formally-enacted rules as well as informal violations of social norms...
- Organizational retaliatory behaviorOrganizational retaliatory behavior-Definition:Organizational Retaliatory behavior is a form of workplace deviance. Organizational Retaliatory Behavior is defined in the bottom up sense as an employee's reacting against a perceived injustice from their employer...
- Workplace revengeWorkplace revengeWorkplace revenge refers to the general action of purposeful retaliation within the workplace in an attempt to seek justice. Acts of revenge in the workplace are viewed by the retaliator as a defensive act in response to the offender’s unwarranted and unfair actions...