Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

Abstract

Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.

Uncovering the Indirect Impact of Work Ethic on Engineering Students’ Productivity through Positive and Negative Organizational Behaviors and Workaholism

“…The findings of the present study support the conclusions of previous researchers, i.e., Choi et al [6], Alshihabat and Atan [7], and Aleksic' et al [3], that members of organizations should be groomed on ethics and positive organizational behaviors and diminishing deviant behaviors for implementing sustainable human resource management strategies, maintaining a sustainable work environment, and for building a sustainable world. For enhancing these ethics and behaviors, experts have highlighted the importance of social capital [74], authentic [56], and participative leadership [55], co-created values [75], and organizational culture [3]. The present study concludes that by grooming individuals on WE will result in enhancing positive behaviors and diminishing destructive deviant behaviors which will result in increased productivity.…”

“…Organizational behaviors (OB) and work ethic (WE) have been an area of great interest for researchers for a long time [1][2][3][4][5]. Contemporary researchers consider WE and organizational citizenship behaviors (OCB) essential for the strategy of sustainable management and for a sustainable world [6,7].…”

Burnout among Direct-Care Workers in Nursing Homes during the COVID-19 Pandemic in Spain: A Preventive and Educational Focus for Sustainable Workplaces

“…In particular, one should focus on exceptional situations that, as in the case of the pandemic, may increase the psychological impact that workers may suffer [59][60][61][62][63]. Today, the concept of sustainable work environments must be analyzed in the academic world, in initial training, and in professional training proposals [64][65][66]. In the broad framework that this implies, seeking to reconcile work and family life, gender equality, flexibility, team building, welfare, workspaces, etc.…”

Experiences in Transdisciplinary Education for the Sustainable Development of the Built Environment, the ISAlab Workshop

“…• Metacognition [13]: o Many students became aware of delivering contributions to the project despite being outside of their own disciplinary backgrounds. This is a clear example of developing knowledge beyond their initial position and awareness.…”