Born to Be Deviant?
Born to Be Deviant?
An Examination of the Relationship between Workplace Deviance and Employee Personality
This chapter proposes a model of workplace deviance in which the employees' personality determines whether they will engage in deviant work behaviors directed at the organization (organizational deviance) or at other employees (interpersonal deviance). The model adopts an interactional approach, arguing that the organizational context may encourage or trigger deviant acts by employees with a propensity toward deviance while other situations may serve as a restraint or deterrent against these behaviors. It also suggests that the personality traits of other employees may increase the likelihood of interpersonal deviance. For instance, some individuals have personality traits that are perceived as inappropriate, annoying, or hostile, which may provoke deviant acts directed toward them, while others may be seen as having weaknesses in their personality, which may lead to them being viewed as an easy target for deviant behavior.
Keywords: workplace deviance, deviant work behaviors, organizational deviance, interpersonal deviance
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