PurposeThe purpose of this paper is to examine the relationship between job stress and deviant behaviors, which include organizational and frontline deviance, and the moderating effect of person–organization (P-O) fit on these relationships.Design/methodology/approachThe sample consists of 259 frontline employees working in Surabaya, Indonesia. Respondents were asked to complete a questionnaire distributed by survey assistants. This present study conducts partial least squares structural equation modeling to examine hypotheses.FindingsThe results indicate that job stress has positive correlations with organizational and frontline deviance. P-O fit has a moderating effect on the relationship between job stress and frontline deviance; the lower the P-O fit, the stronger the relationship between job stress and frontline deviance. P-O fit does not moderate the relationship between job stress and organizational deviance.Practical implicationsCompanies must be more careful in the recruitment and selection process and continuously perform activities to communicate their values and norms to employees.Originality/valueThis study introduces the moderating effect of P-O fit on the relationship between job stress and frontline employees' deviant behaviors, which has not been revealed in previous studies. It provides an understanding of the importance of considering the compatibility between individual and organizational values as one of the company's efforts to reduce stressed employees' responses by engaging in workplace deviance.

PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

Abstract:The purpose of this study was to develop a scale of abusive supervision in Indonesia. The study was conducted with a different context and scale development method from Tepper's (2000) abusive supervision scale. The abusive supervision scale from Tepper (2000) was developed in the U.S., which has a cultural orientation of low power distance. The current study was conducted in Indonesia, which has a high power distance. This study used interview procedures to obtain information about supervisor's abusive behavior, and it was also assessed by experts. The results of this study indicated that abusive supervision was a 3-dimensional construct. There were anger-active abuse (6 items), humiliationactive abuse (4 items), and passive abuse (15 items). These scales have internal reliabilities of 0.947, 0.922, and 0.845, in sequence.Abstrak: Studi ini bertujuan untuk mengembangkan skala abusive supervision di Indonesia. Studi ini dilakukan pada konteks dan metode pengembangan skala yang berbeda dari skala abusive supervision milik Tepper (2000). Tepper (2000) mengembangkan skalanya di US., yang masyarakatnya secara umum memiliki budaya jarak kekuasaan rendah. Studi ini dilakukan di Indonesia yang memiliki budaya jarak kekuasaan tinggi. Studi ini menggunakan wawancara untuk menghasilkan informasi mengenai perilaku atasan yang abusif. Selanjutnya daftar perilaku tersebut dinilai oleh para pakar. Hasil studi ini mengindikasikan bahwa abusive supervision merupakan konstruk tiga dimensi. Ketiga dimensi tersebut adalah abusif aktif-kemarahan (6 indikator), abusif aktif-penghinaan (4 indikator), dan abusif pasif ( 15 indikator). Skala ini, masing-masing ketiga dimensinya memiliki reliabilitas 0,947; 0,922; and 0,845; secara berurutan.

This study aims to examine the influence of leader-member exchange (LMX) and coworker support on organizational citizenship behavior (OCB) directed to coworkers, and the mediating role of job satisfaction on these relationships. The respondents of this study were 156 employees who worked as salespeople in various industries in Surabaya. The results of testing using PLS-SEM show that LMX has a significant effect on OCB directed at coworkers, but coworker support does not significantly influence OCB directed at coworkers. LMX and coworker support have effects on job satisfaction, and job satisfaction affects OCB directed to coworkers. Job satisfaction mediates the influence of LMX and coworker support on OCB directed to coworkers. Based on these results, companies need to improve the quality of the relationship between supervisors and subordinates, and between coworkers, such as by conducting training activities for them.