Essay: Deviant workplace behaviors


The intention of this paper is to scrutinize the encounter on associations of both negative deviant workplace behaviors ‘ denoted to those that disregard organizational norms, strategies or inner laws ‘ and affirmative deviant workplace behaviors ‘ denoted to those that honorably disregard them. The reasons why people involved in such behaviors are discovered, alongside a little of the reasons why associations permit such behaviors to flourish inside their walls. A typology of affirmative workplace deeds is ambitious and is contrasted alongside supplementary pro-social behaviors such as: whistle blowing, company communal obligation, organizational nationality deeds and innovation. Probable resolutions to vanquish setbacks associated alongside negative deviant deeds in the workplace are examined, alongside how to advance affirmative deviant deeds in the workplace.


A works study on present affirmative and negative deviant workplace deeds was conducted.

FINDINGS Although of whether negative deviance is overt or inherent, it has negative aftermath for the entity and its af’liates. The approximated encounter of the extensive theft by operatives on the US economy has been described to be $50 billion annually. Toxic associations depend on operatives that are dishonest and deceitful in order to be successful. Furthermore, it is discovered that psychological empowerment is probable to be a key enabler of affirmative deviance.

ORIGINALITY It is counseled that the survival of an association in the face of negative deviant operatives is probable alongside a remodeling of an organization’s norms, attitudes and communal benefits to a particular organizational sophistication concentrated on vital ethical core values; by addressing worth contrasts amid operative subcultures, and extra recurrent background checks after hiring. Adhering tautly to organizational norms could preclude affirmative deviant behaviors that should be useful to the association, and therefore operative psychological empowerment is recommended.


This article investigates the nature of deviant workplace behaviors and its encounter on organizations. The intention is to widen the investigations in organizational studies by focusing not merely on deviant behaviors that are negative, but on those that are affirmative as well.

Furthermore, this article examines disparate kinds of both affirmative and negative deviant workplace behaviors, alongside alongside a little of the reasons why managers/employees involve in such behaviors. Also, a little of the reasons why associations permit negative deviant behaviors to flourish, as discouraging affirmative deviant behaviors are investigated. Lastly, possible resolutions to vanquish setbacks emerging from negative deviance in the workplace will be examined, alongside alongside how associations can enthuse affirmative deviant behaviors that will aid them grasp their organizational goals. The workplace is a forum whereas a collection of disparate behaviors are expressed, every single alongside a different consequence to the people inside the association as well as the entire organization. These behaviors normally plummet inside the constructs of the norms of the organization. Organizational norms are a gathering of ”expected behaviors, languages, principles and postulations that permit the workplace to present at a suitable pace” (Coccia, 1998). Even after normal work deeds goes beyond the norms of the association, its consequences are far-reaching and alter all levels of the association encompassing its decision-making procedures, productivity and ‘nancial prices (Coccia, 1998).Researchers have given these behaviors countless disparate terms encompassing workplace deviance (Bennett and Robinson, 2003), counterproductive deeds (Mangione and Quinn, 1975), and antisocial deeds (Giacolone and Greenberg, 1997). In core, deeds is deemed deviant after an ”organization’s habits, strategies, or inner regulations are violated by an individual or a cluster that could jeopardize the well-being of the association or its citizens” (Robinson and Bennett, 1995). The association of negative deviant deeds in the workplace is of producing concern in organizations globally as such behaviors can be detrimental to their ‘nancial well-being. Whether the negative deviance is explicit or subconscious, whether it involves sexual harassment, vandalism, claim spreading, and company sabotage or otherwise, unauthorized organizational deeds has negative aftermath for the entity. Negative deviant behaviors contain operative delinquencies such as not pursuing the manager’s instructions, intentionally decelerating down the work series, appearing late, committing petty theft as well as not indulging co-workers alongside respect and/or replacing impolitely alongside co-workers (Galperin, 2002). It is vital to note the difference amid unethical deeds and negative deviant deeds because as the preceding deals alongside the destroying of societal rules, the last focuses on violation of signi’cant organizational norms (Spreitzer and Sonenshein, 2004). Spreitzer and Sonenshein (2004) contend that the findings on deviance in the workplace overlooks how establishments and their af’liates display affirmative sets of behaviors not merely negative ones. The works on affirmative deviance is nearly completely zeroed in on the negative aspects of workplace deviance. For example, Sagarin (1975) appeared at 40 different de’nitions of deviance and merely two are non-negative. Dodge (1985) widened the discipline of organizational deeds by coining the word affirmative deviance, but was antagonized by scholars such as Sagarin (1975) who clashed opposing the validity of the word.

To highlight affirmative deviance in this article, a de’nition of the word is counseled, and disparate kinds of affirmative deviant behaviors will be examined. Affirmative deviance is de’ned as ”intentional behaviors that depart from the norms of a referent cluster in honorable ways” (Spreitzer and Sonenshein, 2003). In supplementary words, affirmative deviant deeds have to be praiseworthy and have to focus on deeds alongside honorable goals, irrespective of the aftermath (Spreitzer and Sonenshein, 2003). Positive deviant behaviors could contain behaviors that associations do not authorize, but aid the association grasp its ‘nancial and commercial goals. Thus, affirmative deviant behaviors could contain behaviors such as innovative behaviors, noncompliance alongside dysfunctional directives, and disapproving incompetent superiors (Galperin, 2002).The producing attention in the discover of affirmative workplace behaviors can be attributed at least in portion to the rising awareness of affirmative organizational scholarship (POS). POS focuses on the ”dynamics that lead to growing human strength, producing strength and restoration, fostering vitality, and nurturing astonishing people, constituents and organizations” (Cameron et al., 2005). Affirmative organizational scholarship is established on the believed that comprehending to the methods to ”enable human predominance in associations will unbolt possible, expose possibilities, and enable a extra affirmative sequence of human and organizational welfare” (Cameron et al., 2005).
The momentum for the producing attention in deviant deeds is the rising prevalence of this kind of deeds in the workplace and the large prices associated alongside such deeds (Peterson, 2002). The ‘nancial encounter alone of workplace deviance on the US economy, for instance, is a comprehensive one. This is due to the fact that three out of every single four operatives described possessing stolen at least after from their employers. Furthermore, incidences of negative workplace deviance are nowadays soaring out of domination, alongside nearly 95 percent of all firms describing a little deviance-related experience inside their corresponding associations (Henle et al., 2005). Up to 75 percent of operatives have involved in one form or one more of the pursuing deviant behaviors: theft, computer fraud, embezzlement, vandalism, sabotage or absenteeism (Robinson and Bennett, 1995). The approximated impact of extensive operative theft has been described to be $50 billion annually on the US economy (Henle et al., 2005). Supplementary researchers guesstimate this number in the scope anywhere from $6 to $200 billion annually (Robinson and Bennett, 1995). Moreover, victims of interpersonal workplace deviance are extra probable to tolerate from stress-related setbacks and display a moderately cut productivity, capitulated work period and a moderately elevated incomings rate (Henle et al., 2005). Thus, there is outstanding incentive, ‘nancial and or else, for associations to stop and discourage each negative workplace deviance inside their walls.
Research has concentrated on negative behaviors that could be believed deviant such asabsenteeism, removal, declining power, and behaviors that lead to company inequality (Robinson and Bennett, 1995). Most of the studies on negative deviant workplace deeds prior to 1995 were generally distressed alongside remote endeavors to answer speci’c inquiries concerning speci’c deviant deeds such as theft, sexual harassment and unethical decision making. Robinson and Bennett (1995) consolidated the assorted deviant workplace behaviors into a solitary framework in order to gather the increasingly dispersed investigations obtainable on the subject into one comprehensive chart. In this method, the researchers were able to incorporate countless deviant workplace behaviors into a solitary framework.
According to Robinson and Bennett’s (1995) typology of workplace deviance, deviant deeds vary alongside two dimensions, minor versus weighty and interpersonal versus organizational (see Figure 1). ”Organizational deviance” is a gathering of behaviors between the individual and the association that involves such things as theft, sabotage, lateness, or allocating slight power into work (Robinson and Bennett, 1995). On the supplementary hand, ”interpersonal deviance” is a deeds displayed amid people in the workplace and involves behaviors such as: belittling others, frolicking pranks on others, replacing impolitely, clashing, and physical aggression (Henle et al., 2005). The ‘rst dimension of Robinson’s typology is the organizational-interpersonal dimension.
The axis ranges from deviance directed towards individuals to deviance directed towards the organization. The second dimension of Robinson and Bennet’s (1995) typology shows the severity of workplace deviance ranging from minor to serious. The results of their research yielded a two-dimensional chart which organizes deviant workplace behavior into four quadrants labeled: production deviance, property deviance, political deviance, and personal aggression (Robinson and Bennett,1995). Robinson and Bennett’s (1995) typology of workplace deviance can be used to classify deviant behavior according to organizational climate. Researchers have determined that the ethical climate of an organization is a good predictor of unethical behavior (Robinson and Bennett, 1995). The ethical climate of an organization refers to the shared perceptions ofwhat is ethically correct behavior and how ethical issues should be handled in the organization (Peterson, 2002). The factors that in’uence the ethical climate of an organization include personal self-interest, company pro’t, operating ef’ciency, team interests, friendships, social responsibility, personal morality, and rules, laws and professional codes (Peterson, 2002). Peterson (2002) performed correlation studies between different kinds of deviance exhibited with the types of climates in the organization. The clearest relationship linked political deviance with a caring climate (Figure 1: bottom left quadrant). Political deviance is classi’ed as a minor form of deviance, for instance, ”favoritism, gossiping, and blaming co-workers” (Peterson, 2002). When the organizational climate is one that fosters the sense in its employees that the organization cares about their welfare, then employees are less likely to engage in politically deviant behaviors (Peterson, 2002). Another correlation was between property deviance (Figure 1: lower right quadrant) and the climates of rules and professionalism. In this case, organizations that uphold high adherence to company policies are at the lowest risk for property deviance. Predictors of production deviance (Figure 1: top left quadrant) were most strongly correlated to instrumental climates within organizations. Organizations in which individuals protect their self-interests are most likely to put up with such deviance. The ‘nal category, personal aggression (Figure 1: bottom right quadrant) was not correlated with any organizational climate and is thus most strongly related to the personality of the individual committing the deviant act (Appelbaum et al., 2005).
It is equally vital to scrutinize the workplace deeds spectrum and examine how positive deviance could or could not be classi’ed as a pro-social kind of behavior. The pro-social kinds of behaviors that are examined are: organizational nationality behaviors,whistle-blowing, company communal obligation and creativity/innovation (Spreitzer and Sonenshein, 2004). All of these pro-social kinds of behaviors could indeed be classi’ed as positive deviant behaviors merely if the deeds diverges from organizational norms, the behavior is voluntary, and its intention is an honorable one (Spreitzer and Sonenshein, 2004).
Spreitzer and Sonenshein’s (2004) typology of affirmative workplace deeds is shown in Figure 2. While whistle-blowing could be observed as negative deviant workplace deeds, it could also be described as a positive. In result, this understanding is exceedingly dependant on the circumstances encircling the disclosure of the organizational offence by the operative in question. Adjacent and Miceli (1985) de’ne screech blowing as ”disclosure of unlawful, immoral, or illegitimate habits below the manipulation of their employers, to a person or associations that may be able to result action”. The ‘rst to be cognizant of ”any unethical, immoral or downright illegal” (Anonymous, 2003) organizational hobbies are most frequently operatives, though they also the most probable to make an objection the last, ”fearing the defeat of their job, their friends or their possible for promotion” (Anonymous, 2003). Lack of remedial deed and concern that their objections will not be retained confidential are the main reasons why operatives choose not to speak out opposing company wrong-doings (Verschoor, 2005).

Though, whistle-blowers could deed out of a sense of confidential ethics or sense of obligation even though of the opposing ”organizational and situational pressures” (Vinten, 1995). For example, if an employee knows that the association in that she/he works is encompassed in unlawful habits, disclosing this data voluntarily to third-parties should be believed affirmative deviance (Spreitzer and Sonenshein, 2004). In this case, the deeds is believed an deed of affirmative deviance because it goes beyond the constructs of the organizational norms, it is intentional, and the goal of the whistle-blower is honourable (Spreitzer and Sonenshein, 2004). But not all whistle-blowing is an example of affirmative deviance. For example, a little whistle-blowers may want to precise revenge on an employer, or they could desire to reap ‘nancial gain for exposing organizational fraud (Spreitzer and Sonenshein, 2004). In this method, whistle-blowing could be regarded as an deed of affirmative deviance in a little conditions, as in supplementary it is plainly not. Another cluster of pro-social behaviors that differ from what is classically believed to be positively deviant deeds are shouted organizational nationality behaviors (OCBs). that is de’ned as deeds beyond the necessities commanded of a person at a speci’c ‘rm, but that will enthuse ef’cient running of the organization. As OCBs are aimed to enhance the presentation of an association, affirmative deviance could or could not ful’ll such a goal (Spreitzer and Sonenshein, 2004). Today’s associations are increasingly being grasped accountable for giving affirmatively to the communities in that they live and involving in socially accountable actions. This organizational deeds has factually been recognized as company communal responsibility (CSR). A little of the CSR hobbies that firms hold out include: environmentally friendly manufacturing procedures, human entitlements plans, and donations to charities (Spreitzer and Sonenshein, 2004). An vital discriminating feature of CSR and affirmative deviance is that CSR hobbies could or could not conform to organizational norms, but affirmative deviance requires a departure from organizational or company norms (Spreitzer and Sonenshein, 2004).
The fourth kind of pro-social deeds is innovation. Change could enhance, and in some cases, stay company presentation and productivity. Change is de’ned as ”the successful implementation of creative thoughts inside an organization” (Amabile et al., 1996). The works on change suggests that by its extremely nature, change needs, at least in part, a departure from the organizational consented norms (Galperin, 2002). This is because innovative thinking involves the conception and progress of new thoughts that are not grasped by the bulk (Galperin, 2002). Thus, operatives who display behaviors that are innovative can be believed affirmative deviants. On the supplementary hand, as creativity and change in the workplace could lead to advancements in company habits, a outstanding countless of such behaviors do not plummet inside the constructs of affirmative deviance (Spreitzer and Sonenshein, 2004).
Taking the example from Spreitzer and Sonenshein (2004) of a computer hacker illustrates this believed clearly. As the computer hacker could extremely well be creative and innovative in creating new virus-spreading multimedia it is not an deed of affirmative deviance (Spreitzer and Sonenshein, 2004). This is because as they could be departing from the norms of the organization in an innovative style, they are behaving in a method that is not considered honorable.

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