1. The Structure of an Organization: Does It Influence Workplace Deviance and Its' Dimensions? And to What Extent?
- Author
-
Marasi, Shelly, Bennett, Rebecca J., and Budden, Heather
- Subjects
Bankruptcy -- Laws, regulations and rules -- Analysis ,Organizational structure -- Laws, regulations and rules -- Analysis ,Work environment -- Laws, regulations and rules -- Analysis ,Government regulation ,Company bankruptcy ,Business ,Human resources and labor relations - Abstract
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 [...]
- Published
- 2018