The moderating effect of person–organization fit on the relationship between job stress and deviant behaviors of frontline employees

Abstract

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.

Work-family conflict and salespeople deviant behavior: the mediating role of job stress

“…Second, job stress becomes a significant predictor of why employees engage in counterproductive behavior. These findings corroborate previous research indicating that high levels of work stress encourage employees to engage in deviant behavior ( Junaedi and Wulani, 2021 ; Swimberghe et al., 2014 ). Moreover, salespeople may attempt to alleviate job stress by participating in deviant behavior both outside the firm and with coworkers.…”

“…They can minimize their efforts to conserve the remaining resources. Another possibility is that they exhibit excessive performance in front of consumers as a result of their exhaustion ( Junaedi and Wulani, 2021 ). The findings of this study can also be justified by the social exchange theory, which states that individuals deviate from the norm to reciprocate with the organization, coworkers, and customers who are perceived to be the source of their distress.…”

“…According to studies on deviance, it is a behavioral response to job stress ( Diefendorff and Mehta, 2007 ; Junaedi and Wulani, 2021 ; Swimberghe et al., 2014 ). Stress is a consequence of disagreement and has been demonstrated to be a significant antecedent to deviant behavior ( Swimberghe et al., 2014 ).…”

Effects of high-performance human resource practices in the education sector: The mediational model

“…Studies in the past corroborate the fact that there is a relationship between PJ fit and employee behavior on the job (Uppal, 2020;Junaedi and Wulani, 2021). Fit plays a vital role in the attainment of business accomplishments.…”

“…In contrast, the latter explains a narrow scope of congruence that encompasses similarities with job-related values. Previous research indicates that PO fit and PJ fit hinder intentions toward turnover and related work issues (Junaedi and Wulani, 2021). Therefore, this study encompasses both narrow and broader scopes of congruence as an underlying mechanism between HPHRPs and outcomes.…”