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Workplace deviance has been a continual and costly problem for most organizations. This study analyzes organizational structure components (specifically, centralization and formalization) as predictors of workplace deviance. Reactance theory suggests a negative relationship between participation in decision-making (centralization) and workplace deviance, as well as a positive relationship between hierarchy of authority (centralization) and workplace deviance. Following situational strength theory, formalization is expected to have a negative relationship with workplace deviance. Additionally, hypotheses are developed based on social exchange theory, with arguments from reactance theory, for differing effect levels of employee participation in organizational deviance and interpersonal deviance, with higher effect levels expected in organizational deviance. Results show each of the organizational structure components have significant relationships with workplace deviance, as well as having higher effect levels with organizational deviance than interpersonal deviance. Limitations and ideas for future research are also presented., Workplace deviance has been an incessant and expensive problem for organizations since at least the Industrial Revolution, if not for as long as individuals have been employed as agents for [...]

Some popular press books such as The One Minute Manager (Blanchard and Johnson, 2003) recommend supervisors use touch to enhance relationships with subordinates. However, there is very little research to support this perspective and even less research incorporating gender into the discussion. Using Emotions as Social Information theory, subordinate reactions to supervisor touch are hypothesized to depend upon supervisor gender. In a sample of 120 supervisor-subordinate dyads, results indicate that supervisor touch and subordinate perceptions of supervisor support were negative for male supervisors and not statistically significant for female supervisors. Findings, practical implications for human resource policy, and ideas for future research are discussed, Physically touching another individual is considered to be a particularly effective way of communicating various feelings and emotions (Hertenstein et al., 2006; Richmond and McCroskey, 2004). Humans use touch throughout [...]

A lack of consideration for employees might explain the high failure rate of mergers and acquisitions. The authors conducted a study to investigate the prevalence of unmet employee expectations in the M&A process and the unintended consequences., At the 2017 IMA[R] (Institute of Management Accountants) Annual Conference and Expo, Michelle Mikesell and Jalyn Noel of Insperity, a company that provides human resources services, said the average loss [...]

In order to gain insight into the psychology of positive tactile interaction in the workplace, this article proposes individual and contextual factors are both necessary to understand managers' touching behavior. Study 1 examines the extent to which a cognitive motivational variable (i.e., workplace touch self-efficacy) interacts with tactile interaction norms to predict managers' use of touch with subordinates. While both workplace touch self-efficacy and tactile interaction norms are found to be positively related to use of touch, the interaction of these variables accounts for additional variance in touching behavior beyond main effects. In Study 2, data from a separate sample of employees demonstrated that the relationship between supervisors' use of touch and positive workplace outcomes (i.e., perceived supervisor support and perceptions of a supportive culture) is mediated by organizational norms for touch in the workplace. The results are discussed in relation to tactile intelligence and future research., 'Why are people at work always touching me?' Elizabeth Bernstein, The Wall Street Journal, 2009 A common phenomenon that remains curiously unexplored is the use of physical touch among individuals [...]

Due to concerns about sexual harassment, many supervisors are fearful of using touch as a way to enhance their communication effectiveness (Richmond and McCroskey, 2004). This study challenges the notion that the use of touch in organizations is 'all bad' by investigating the possibility that supervisors may be able to touch their subordinates in ways that lead to positive outcomes. The authors conduct a scenario-based study with a quasi-experimental research design examining whether the use of touch in an apology would relate to perceptions of apology sincerity and perceptions of willingness to forgive. Three hundred and five participants are asked to watch one of three videos in which the use of touch during an apology for an offense was manipulated. Findings suggest the use of touch in the apology (a handshake or a pat on the back) was positively related to observer perceptions of apology sincerity and perceptions of supervisor support. Further, results indicate that perceptions of supervisor support had a mediating effect on the relationship between touch and perceptions of apology sincerity. The findings provide initial evidence that touch can be used positively in the workplace to foster positive reactions., Interpersonal communication is the bedrock of effective organizations. Some researchers have gone so tar as suggesting that 'In essence, communication is the processual activity, that constitutes the organization' (Allen et [...]

Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from. Keywords: job embeddedness, turnover, intention to quit, construct validity, job search

Workplace deviance is a prevalent and costly problem for organizations. This study examines the relationship between interactional justice, a specific type of organizational justice perception that reflects how a person is treated by an authority, and 2 categories of deviant behavior. Based on a person-situation model, we expected the relation between interactional justice and deviance to be stronger when the employee is high rather than low in aggressiveness. Drawing from prior research suggesting that people with low status react defensively to self-invalidating events, we hypothesized that the social status variables of hierarchical position, gender, and race would also moderate the relation between interactional justice and deviance. Finally, we propose a 3-way interaction involving aggressiveness, status, and interactional justice. Data were collected from 192 employees of a public sector organization. The results provide support for several of the hypothesized interactions involving aggressiveness, social status variables, and interactional justice.

In this study, we developed a typology of deviant workplace behaviors using multidimensional scaling techniques. Results suggest that deviant workplace behaviors vary along two dimensions: minor versus serious,and interpersonal versus organizational. On the basis of these two dimensions, employee deviance appears to fall into four distinct categories: production deviance, property deviance, political deviance, and personal aggression. Theoretical and empirical implications are discussed. (Reprinted by permission of the publisher.)

In 2 studies the authors tested the effects of motivational orientation (cooperative vs. individualistic) and issue consideration (simultaneous vs. sequential) on the negotiation process and outcome quality attained by 4-person groups engaged in a multi-issue negotiation. Study 1 (n=84) showed that both a cooperative orientation and simultaneous issue consideration improved outcome quality. Simultaneous consideration of issues also increased the likelihood of reaching agreement. Study 2, focusing on the negotiation process, showed that cooperative groups were more trusting and engaged in less argumentation. Simultaneous issue-consideration groups exchanged more information and had greater insight into the other parties' priorities. A lag sequential analysis showed that groups with a cooperative orientation overcame the limits of discussing issues sequentially by engaging norms of reciprocity and mutuality. (Reprinted by permission of the publisher.)

Antisocial behavior in organizations. Edited by R. A. Giacalone & J. Greenberg. Thousand Oaks, CA: Sage. 1997. Pp. 220. 18.95 £. ISBN 0 8039 7236 9. Robert Giacalone and Jerald [...]

The purpose of this research was to develop broad, theoretically derived measure(s) of deviant behavior in the workplace. Two scales were developed: a 12-item scale of organizational deviance (deviant behaviors directly harmful to the organization) and a 7-item scale of interpersonal deviance (deviant behaviors directly harmful to other individuals within the organization). These scales were found to have internal reliabilities of .81 and .78, respectively. Confirmatory factor analysis verified that a 2-factor structure had acceptable fit. Preliminary evidence of construct validity is also provided. The implications of this instrument for future empirical research on workplace deviance are discussed.