Human Resource Management and Deviant/Criminal Behavior in Organizations

Benson, Phil; Hanley, Glennis; Scroggins, Wesley A.

doi:10.18574/nyu/9780814722602.003.0006

Cited by 3 publications

(3 citation statements)

References 51 publications

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“…This suggests that, regardless of compensation increases, interpersonal deviance stays the same. This contradicts the results of [38], who found that compensation tends to minimize the incidence of interpersonal deviant behaviour.…”

Section: Hypothesis Onecontrasting

confidence: 86%

“…"Human Resource Management and Deviant/Criminal Behaviour in Organizations," by [38] revealed the role that human resource departments typically perform in the control of criminal/deviant behaviour within their staff in their jobs. Many interventions have been found to help minimize the incidence of deviant conduct, including recruiting, initial assessment, and selection; preparation and development; performance management; and terminations.…”

Section: Empirical Reviewmentioning

confidence: 99%

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Human Resource Management Practices and Workplace Deviant Behaviour of Manufacturing Firms in Rivers State, Nigeria

Omoankhanlen

Mutairu

2021

EJBMR

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The nexus between human resource management practices and workplace deviant behaviour in manufacturing companies in Rivers State, Nigeria, was investigated in this study. The sample was conducted in a cross-sectional manner. This study looked at 470 staff from six manufacturing companies. In order to minimize bias in sample case collection, this analysis utilized a simple random sampling method. The primary data was collected using a questionnaire that was provided to each respondent. The spearman rank order correlation coefficient was used to analyze the results. According to the findings, human resources management practices (compensation and employee relations) had a negative significant relationship with both interpersonal and organizational deviant behaviour, with the exception of compensation and interpersonal deviance, which had no significant relationship. It was determined that an efficient human resource management practice in terms of compensation and employee relations is critical in reducing the occurrence of deviant behaviour by manufacturing employees. As a result, the study proposed that manufacturing company management improve workforce relations by caring for workers' well-being and maintaining industrial cohesion, which would further minimize individual and corporate deviant conduct.

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Section: Hypothesis Onecontrasting

confidence: 86%

Section: Empirical Reviewmentioning

confidence: 99%

Human Resource Management Practices and Workplace Deviant Behaviour of Manufacturing Firms in Rivers State, Nigeria

Omoankhanlen

Mutairu

2021

EJBMR

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“…Employees high on cynicism experience low-quality social exchange relationships with their supervisor due to the reasons discussed above. To vent out their frustration and anger arising from cynicism, we assert that these employees might engage in unethical behavior to maintain a balance in the exchange relationship (Benson et al, 2013). Cynics distrust their supervisors and organization motives and feel that they are merely a means to achieving organizational goals.…”

Section: Bjm 175mentioning

confidence: 99%

Linking supervisors’ bottom-line mentality to workplace cheating behavior: examining the mediating and moderating role of organizational cynicism and moral identity

Farasat

Azam²,

Imam³

et al. 2022

BJM

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PurposeThe purpose of this study is to examine how and when supervisors’ bottom-line mentality (BLM) influences workplace cheating behavior. Specifically, the authors draw upon social exchange theory (Blau, 1964) and the negative reciprocity norm (Gouldner, 1960) argument, to explain that supervisor BLM is likely related to organizational cynicism and subsequently those employees may engage in cheating behavior as a way to make things even with the organization. Furthermore, the authors theorized that organizational cynicism and supervisors’ BLM via organizational cynicism, increase cheating behavior among employees with a weak moral identity.Design/methodology/approachTo test the current model, the authors collected data from 232 employees working in various Pakistani firms.FindingsThe results affirmed the authors’ moderated-mediation model. The positive indirect effects of supervisors’ BLM on workplace cheating behavior, through organizational cynicism, are moderated by employees’ moral identity.Originality/valueThis is the first study that examine the mediating and moderating role of organizational cynicism and employees’ moral identity in the relationship between supervisors’ BLM and workplace cheating behavior.

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Social Exchange Theory: A Critical Review with Theoretical Remedies

Cropanzano¹,

Anthony

Daniels

et al. 2017

ANNALS

1,193

1,162

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Using two criteria, specificity and intensity, to classify seven different constructs is complicated, but it yields interpretable results. Figure 2 displays the Pearson et al. model. The constructs and definitions are paraphrased from their Figure 8.2 (p. 191). Notice that CWB is presented as a broad family of negative work behaviors, which are termed "deviant" when a norm is transgressed. In this model there are three types of deviance-violence, aggression, and incivility. These range from high-intensity (violence) to low-intensity (incivility), with aggression lying in between. Finally, there are two types of chronic aggression, mobbing (highto moderate-intensity) and bullying (moderate-to low-intensity). Aggression. While Pearson et al. (2005) view aggression as narrower than CWB, other researchers treat aggressive behaviors more expansively. Some researchers have considered workplace aggression as a broad concept that subsumes potentially hurtful and harmful constructs (Aquino & Thau, 2009). Particularly, it is inclusive of a range of behaviors that seeks to harm someone physically or psychologically. Perhaps the broadest approach is taken by Hershcovis (2011) and Hershcovis and Barling (2007). They define workplace aggression as "any negative act, which may be committed towards an individual within the workplace, or the workplace itself, in ways that the target is motivated to avoid" (Hershcovis & Barling, 2007, p. 271). Their approach diverges from others as it does not consider intention to harm as part of the definition (Shewach & Sackett, 2016). Taking a similar view, Neuman and Baron (2005) classify the various types of aggressive behaviors along three dimensions: (a) physical or verbal, (b) active or passive, and (c) direct or indirect. For example, a type of aggression that is physical, active, and direct might be homicide, while one that is verbal, passive, and indirect might involve a failure to provide needed feedback. Neuman and Baron's three-dimensional taxonomy could account for many of the different Page 9 of 107 Academy of Management Annals SOCIAL EXCHANGE THEORY 10 constructs that have been mentioned so far. Incivility could be viewed as active and direct. Theft or sabotage, which are types of productive deviance, are classified as physical, active, and indirect. Although there are distinct differences regarding these behaviors, there are some similarities as well. Overlaps may be attributed to varying research goals as scholars seek to untangle the negative actions and interactions within organizations. First, some researchers tend to conceptualize aggressive behaviors as retaliatory, while others view them as voluntarily deviant. Speaking very loosely, retaliatory behaviors are provoked by the wrongdoing of others, whereas voluntary behaviors are chosen by the actor without provocation. As an example of the former, Skarlicki and Folger (1997) conceptualize workplace aggression as organizational retaliatory behavior (ORB). These behaviors are employed to punish the organization and its membe...

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Human Resource Management and Deviant/Criminal Behavior in Organizations

Cited by 3 publications

References 51 publications

Human Resource Management Practices and Workplace Deviant Behaviour of Manufacturing Firms in Rivers State, Nigeria

Human Resource Management Practices and Workplace Deviant Behaviour of Manufacturing Firms in Rivers State, Nigeria

Linking supervisors’ bottom-line mentality to workplace cheating behavior: examining the mediating and moderating role of organizational cynicism and moral identity

Social Exchange Theory: A Critical Review with Theoretical Remedies

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