Predictors of workplace deviant behaviour: HRD agenda for Malaysian support personnel

Alias, Mazni; Rasdi, Roziah Mohd; Ismail, Maimunah; Samah, Bahaman Abu

doi:10.1108/03090591311301671

Cited by 79 publications

(75 citation statements)

References 78 publications

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“…Furthermore, not many studies have involved organisational factors with deviant behavior specifically in the hotel industry context. Due to the massive consequences of resources and productivity due to this negative behaviour, it is highly important to look into this issue which also has been identify as a significant negative effect to human resource development (3). Hence, demand serious attention from researchers to examine workplace deviant behaviour specifically in the hotel industry context in Malaysia.…”

Section: Introductionmentioning

confidence: 99%

Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?

Alias¹,

Wai²,

Ahmad³

et al. 2018

IJET

Self Cite

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This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee's deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.

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Section: Introductionmentioning

confidence: 99%

Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?

Alias¹,

Wai²,

Ahmad³

et al. 2018

IJET

Self Cite

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“…Another important fact emerging from this literature "systemic review: is to establish the relationship between DWB and other moderating and mediating factors. The given below Table 1 explore the prevalence and cost of deviance at workplace [23][24][25][26][27][28][29][30][31][32][33][34][35][36][37][38].…”

Section: Significance Of the Studymentioning

confidence: 99%

A Systematic Review on the Deviant Workplace Behavior

Baharom¹,

Sharfuddin²,

Iqbal³

2017

Review Pub Administration Manag

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The purpose of this paper is to highlight the concept deviant workplace behavior through review of previous studies on deviance workplace behavior area and understand the dynamics of deviant workplace behavior. The first, the researcher discuss the need for research in deviance workplace behavior of employees especially to understand the impact of various factors on deviant workplace behavior. Secondly, the research carried out with the review of previous literature from the area of deviance workplace behavior and presents the summary on review of the literature relevant antecedents of deviant workplace behavior and prevalence cost of DWB. The third, the current study is totally based on the secondary source of data based on various journal referred and collected from various websites. Finally, the study presents its implications, the future directions and its limitation and conclusion of the study with respect to deviant workplace behavior in public organizations.

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“…Results of this research claim that POS would definitely decrease the magnitude of counterproductive work behavior, which increase managerial concern to find techniques by which POS is improved (Vatankhah et al 2017). On the contrary, workers with the impression of unsupportive organization appear to be more involved in counterproductive work behavior (Alias et al 2013).…”

Section: Perceived Organizational Support As a Mediator Of The Relatimentioning

confidence: 98%

Effect of Employee Oriented Human Resource Management Practices on Employees' Counterproductive Work Behaviors

2019

JRDM

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This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory and relevant literatures we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior -organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior-individual (interpersonal). These findings suggest that organizations may minimize(reduce) employees' counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevent the tendency to act against the organization and its members.

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Predictors of workplace deviant behaviour: HRD agenda for Malaysian support personnel

Cited by 79 publications

References 78 publications

Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?

Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?

A Systematic Review on the Deviant Workplace Behavior

Effect of Employee Oriented Human Resource Management Practices on Employees' Counterproductive Work Behaviors

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