SummaryThis study tests a model that uses organizational justice variables and the personality trait of negative aectivity to explain two forms of deviant employee behavior. Prior research suggests that deviance can be directed interpersonally or against organizations. We propose a model that links unfavorable perceptions of distributive, procedural, and interactional justice, as well as the dispositional trait of negative aectivity, to both types of deviant acts. To test the model, a survey was distributed to employees from a government agency and an international manufacturer of paper products. Responses to the survey were analysed using structural equation modeling to evaluate the ®t of the theoretical model to the data. Results showed that the model ®ts the data well and that nearly all of the hypothesized relations among constructs were supported. Implications of the results for the prediction and control of deviant behavior are discussed and future research directions are oered.

This study proposes and tests a model that applies the concept of restorative justice to the enactment of revenge and forgiveness in organizations. The model draws from theories of cognitive attribution and consistency, as well as more recent theories of revenge in organizations, to describe the process by which a personal offense triggers revenge and forgiveness cognitions and behavior. Attributions of blame were predicted to directly influence the contemplation of revenge and forgiveness strategies. In turn, these cognitions were hypothesized to be the immediate precursors of behavior. It was also predicted that the likableness of the offender would be positively associated with both revenge and forgiveness cognitions. Finally, blame attribution was expected to be influenced by offense severity. To test these predictions, a survey was administered to one hundred and eighty employees of a government agency. Structural equation modeling was used to assess the significance of the pathways in the model and compare its fit to theoretically plausible rivals. Although the theoretical model fit the data well, a less constrained alternative showed a superior fit. In both the theoretical model and less constrained alternative, all but two of the predicted pathways in the model were upheld. The implications of the findings for organizations are discussed and future research directions are offered.

Harmful interpersonal behavior at work has generally been studied from the perspective of perpetrators. In contrast, theories of victimization suggest that other factors may also determine why certain individuals are more frequently harmed than others. For example, there may be situational factors that contribute to an environment that allows or fails to inhibit harmful actions. Other incidents of workplace harm may be consciously or unconsciously influenced by the victims themselves. This empirical study extends previous research on harmful workplace behavior by examining whether the situational variable of job status and the dispositional characteristics of aggressiveness and negative affectivity predict self-perceived victimization. Based on research in criminal victimology, we hypothesized that an employee's job status would be significantly related to perceived victimization. Research on victims of bullying was the basis for the predicted effects of negative affectivity and aggressiveness. Data were provided by a randomly selected sample of employees from a city government who completed a survey as part of an organizational assessment. We performed exploratory and confirmatory factor analyses on employee responses to develop suitable measures of victimization. The analyses revealed that perceived victimization took either direct (e.g., name-calling) or indirect (e.g., sabotaging work) forms. Hierarchical regression was used to test the study hypotheses. Results showed that job status did not significantly influence perceived victimization. However, employees who were high in aggressiveness and negative affectivity perceived higher levels of victimization than those who were low in these traits. Implications for organizations are discussed and future research directions are offered.

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