Published date: Dec 07 2023

Journal Title: KnE Social Sciences

Issue title: The International Conference on Environmental, Social and Governance (ICESG 2022)

Pages: 505–520

DOI: 10.18502/kss.v8i20.14623

Kabiru Maitama Kurakabiru.kura@utb.edu.bnUTB School of Business, Universiti Teknologi Brunei, Jalan Tungku Link, Gadong BE1410, Brunei Darussalam

Fadzliwati MohiddinUTB School of Business, Universiti Teknologi Brunei, Jalan Tungku Link, Gadong BE1410, Brunei Darussalam

Faridahwati Mohd. ShamsudinDepartment of Management, University of Sharja, Uniited Arab Emirates

Ramatu Abdulkareem AbubakarDistance Learning Center, Ahmadu Bello University Samaru 810006, Zaria, Nigeria

Noor Maya SallehBrunei Civil Service Institute, Brunei Darussalam

Extant empirical research suggests that Workplace Deviant Behaviour (WDB) represents harmful acts that threaten organizations and/or their members. Specifically, research suggests that WDB is associated with a large variety of negative consequences, including decreased organisational commitment, lower levels of self-confidence, higher levels of employee absenteeism, and increased drug use/abuse at work, among others. This chapter critically provides an overview of previous research on the antecedents and consequences of WDB. In particular, the chapter explores WDB constructs and then reviews empirical findings about the typologies, antecedents and consequences of such Behaviour. Before the conclusion, the chapter also identifies several exciting areas for further research.

Keywords: deviant behaviour, interpersonal deviance, organisational deviance, workplace deviance

[1] Ackroyd S, Thompson P. Organisational misbehaviour. London: Sage Publications Ltd. 1999.

[2] Allen TD, Barnard S, Rush MC, Russell JE. Ratings of organisational citizenship behaviour: Does the source make a difference? Human Resource Management Review. 2000;10(1):97–115.

[3] Quino K, Lewis MU, Bradfield M. Justice constructs, negative affectivity, and employee deviance: A proposed model and empirical. Journal of Organisational Behaviour. 1999;20:1073-1091.

[4] Ashton MC, Lee K. Empirical, theoretical, and practical advantages of the HEXACO model of personality structure. Personality and Social Psychology Review. 2007 May;11(2):150–66.

[5] Ashton MC, Lee K. The prediction of honesty–humility-related criteria by the HEXACO and five-factor models of personality. Journal of Research in Personality. 2008;42(5):1216–28.

[6] Balthazard PA, Cooke RA, Potter RE. Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organisational culture and drive performance. Journal of Managerial Psychology. 2006;21(8):709–32.

[7] Bandura A. Social learning theory. Englewood Cliffs (NJ): Prentice-Hall. 1977.

[8] Bennett RJ, Robinson SL. Development of a measure of workplace deviance. Journal of Applied Psychology. 2000 Jun;85(3):349–60.

[9] Berry CM, Carpenter NC, Barratt CL. Do other-reports of counterproductive work behavior provide an incremental contribution over self-reports? A meta-analytic comparison. Journal of Applied Psychology. 2012 May;97(3):613–36.

[10] Berry CM, Ones DS, Sackett PR. Interpersonal deviance, organizational deviance, and their common correlates: A review and meta-analysis. Journal of Applied Psychology. 2007 Mar;92(2):410–24.

[11] Bettencourt BA, Talley A, Benjamin AJ, Valentine J. Personality and aggressive behavior under provoking and neutral conditions: A meta-analytic review. Psychological Bulletin. 2006 Sep;132(5):751–77.

[12] Bies RJ, Tripp TM, Kramer RM. At the breaking point: Cognitive and social dynamics of revenge in organizations. In: Giacalone RA, Greenberg J, editors. Antisocial Behaviour in organizations. Thousand Oaks (CA): Sage Publications. 1997:18–36.

[13] Judge TA, LePine JA, Rich BL. Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance. Journal of Applied Psychology. 2006 Jul;91(4):762–76.

[14] Yildiz S. A ”new” problem in the workplace: Psychological abuse (bullying). Journal of Academic studies. 2007;9:113-128.