Fostering positive deviance: a potential strategy to an engaged workforce (original) (raw)
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Purpose -The purpose of this paper is to examine the impact on organizations of both negative deviant workplace behaviors -those that violate organizational norms, policies or internal rules -and positive deviant workplace behaviors -those that honorably violate them. The reasons why people engage in such behaviors are explored, along with some of the reasons why organizations allow such behaviors to thrive within their walls. A typology of positive workplace behavior is determined and is compared with other pro-social behaviors such as: whistleblowing, corporate social responsibility, organizational citizenship behavior and innovation. Possible solutions to overcome problems associated with negative deviant behavior in the workplace are examined, along with how to promote positive deviant behavior in the workplace.
Positive and negative deviant workplace behaviors: causes, impacts, and solutions
Corporate Governance, 2007
Purpose -The purpose of this paper is to examine the impact on organizations of both negative deviant workplace behaviors -those that violate organizational norms, policies or internal rules -and positive deviant workplace behaviors -those that honorably violate them. The reasons why people engage in such behaviors are explored, along with some of the reasons why organizations allow such behaviors to thrive within their walls. A typology of positive workplace behavior is determined and is compared with other pro-social behaviors such as: whistleblowing, corporate social responsibility, organizational citizenship behavior and innovation. Possible solutions to overcome problems associated with negative deviant behavior in the workplace are examined, along with how to promote positive deviant behavior in the workplace.
Advances in Human Resources Management and Organizational Development, 2020
Deviant workplace behavior has become a most costly phenomenon as it includes a wide range of negative acts performed by the employees to harm the organization and its members. The workplace is a forum where employees are seen behaving in different productive manners in order to achieve a common goal. As people spend a lot of time interacting with each other at the workplace, some of the employee behaviors are unpredictable. That is why managing the behavior of employees is a major concern of authorities. Thus, the organizations wish to have employees who do not bring harm to the workplace but instead carry out tasks, duties, and responsibilities of their position. Such behavior that causes harm to the organization is undesirable and is considered to be deviant. This chapter will focus upon the conceptual framework of the deviant behavior at the workplace by discussing the constructive and destructive workplace behavior, antecedents of negative deviant behavior, and which factors tr...
Determinants of deviance in the workplace : an empirical examination in Canada and Mexico
Workplace deviance is becoming an increasingly important issue for organizations. Destructive deviant behaviors, such as theft, workplace aggression, and sabotage, can result in substantial economic and social costs for organizations. To date, employee deviance has generally been conceptualized as destructive. While deviant behavior may be harmful, employee deviance can be constructive and functional as well. Employees who engage in constructive deviance, such as innovative behaviors, can provide organizations with necessary creativity. Despite the importance of understanding employee deviance, little is known on the determinants of employee deviant behavior. In this study, the determinants of both destructive and constructive deviance were investigated. The relationship between deviance and individual, job, organizational, 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...
Role of HR in Navigating the Workforce from Negative Deviance to Positive Deviance
2015
The research studies in the last years have focussed its attention on the negative form of workplace deviant behaviour. However recent studies have shifted its focus towards positive deviant behaviour. Literature review highlights that very few researches have integrated both forms of deviant behaviour into their study. Moreover there lacks a connecting link between both these forms of workplace deviance. HR policies play a significant role in promoting positive workplace deviance and simultaneously reducing negative workplace deviance. The purpose of this study is to demonstrate a shift in research from negative to positive forms of deviance and to investigate the role of HRM policies in causing this shift. In addition this study points out the various HR policies that can promote positive deviance and can simultaneously reduce negative deviant behaviour.
Understanding the Nature of Deviant Workplace Behaviors
Organizational Behavior Challenges in the Tourism Industry, 2020
Today, deviant organizational behaviors increase gradually and cost organizations billions of dollars. Not only the manufacturing industries but also the tourism industry is characterized by deviant workplace behaviors. Deviant behaviors are widely observed in tourism enterprises. Deviant behaviors are displayed almost every day in tourism enterprises. Many enterprises face the destructive consequences of deviant behaviors. Therefore, deviant behaviors in the scope of tourism enterprises are worth examination. The current study aims at discovering the nature of deviant workplace behaviors in the tourism industry. For this purpose, the term “deviance” and organizational deviant behaviors were defined. Later the nature of the deviant behaviors in tourism industry was discussed, and lastly, antecedents and consequences of deviant behaviors were put forward.
2019
TRAVIS, JUSTIN ANDREW. Examination of Employee Deviance Patterns: A Person-centered Approach to Counterproductive Work Behavior. (Under the direction of Dr. S. Bartholomew Craig.) The study of counterproductive work behaviors (CWBs), intentional actions by employees that are deleterious to the organization and/or its stakeholders, has increasingly produced research on the structure and dimensionality of CWBs, as well as studies identifying situational and dispositional antecedents. Alternatively, there is a dearth of published empirical research that investigates whether there are profiles, or types, of counterproductive employees – a so-called person-centered approach. This study addressed that gap by conducting latent profile analysis on a sample of employees (N = 522) from various organizations to examine a number of research questions involving the existence, distribution, and shape of CWB profiles, and the relationships between profiles and dark triad traits and previous work (...
Constructive Deviance in Organizations: Integrating and Moving Forward
Journal of Management, 2013
A growing literature explores the notion of constructive deviance conceptualized as behaviors that depart from the norms of the reference group such that they benefit the reference group and conform to hypernorms. We argue that constructive deviance is an umbrella term that encompasses several different behaviors, including taking charge, creative performance, expressing voice, whistle-blowing, extra-role behaviors, prosocial behaviors, prosocial rule breaking, counter-role behaviors, and issue selling. Using the three common mechanisms underlying constructive deviance to organize our review (intrinsic motivation, felt obligation, and psychological empowerment), we provide an emergent model that integrates extant empirical work on the antecedents of constructive deviance. We conclude by discussing issues for future research, such as examining obstacles, outcomes, and unexplored mechanism dynamics associated with constructive deviance.