When destructive deviance in the workplace becomes a liability: a decisional behavioral model

Abstract

Deviant behavior, Prospect theory,

Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes

“…In recent years, workplace misbehaviors (Berry et al, 2007;Bodankin & Tziner, 2009;Cohen-Charash & Mueller, 2007;Dilchert, Ones, Davis, & Rostow, 2007;Levy & Tziner, 2011) and counterproductive work behaviors (Cohen-Charash & Mueller, 2007;Ho, 2012;Levine, 2010) have received much attention in the literature, due to their significant economical, sociological, and psychological implications in the work environment (Aubé, Rousseau, Mama, & Morin, 2009;Bodankin & Tziner, 2009). These dysfunctional behaviors include withdrawal, harassment, and even theft or sabotage (Bennett & Robinson, 2000;Spector, Fox, Penney, Bruursema, Goh, & Kessler, 2006).…”

Leader- and Team-Member Exchanges and Their Relationships with Organizational and Interpersonal Counterproductive Work Behaviors: Moderation by Envy and Group Size in Israel and USA

“…CWBs (e.g., Chernyak-Hai & Rabenu, 2018;Chernyak-Hai & Tziner, 2014;Cohen-Charash & Mueller, 2007;Ho, 2012) or sometimes addressed as 'workplace misbehaviors' (e.g., Berry, Ones, & Sackett, 2007;Cohen-Charash & Mueller, 2007;Dilchert, Ones, Davis, & Rostow, 2007;, "deviant behaviors" (e.g., Levy & Tziner, 2011;Zhang, Mayer, & Hwang, 2018) or counterproductive performance (e.g., Jawahar et al, 2018;Rotundo & Sackett, 2002) have received increasing attention from both the academic and the organizational fronts. This is due to their important economical, sociological, and psychological implications (Aubé et al, 2009;Levy & Tziner, 2011).…”

Workplace Deviance

“…Therefore, organizations need to identify whether the specific technique is cost efficient and will significantly reduce workplace deviance such that the costs associated with implementing the technique are less than the costs associated with workplace deviance (Levy and Tziner, 2011). For instance, the financial costs associated with having job applicants complete various screening tests (e.g., personality and integrity tests) are notable, especially if there are many applicants to screen.…”