Lecture Notes: Workplace Deviance and Behavior Patterns

Overview

• Concept of Workplace Deviance
  • Traditionally linked to 'bad apples' who slack, steal or clash openly.
  • Includes subtle behaviors: daydreaming, long breaks, edgy jokes.
  • Many employees engage in minor misbehaviors, changing views on workplace deviance.

Traditional Research on Deviance

• Deviance categorized as interpersonal (towards coworkers) or organizational (against the company).
• Most employees engage in a mix of minor, less disruptive behaviors.

Study and Findings

• Research Method
  • Meta-analysis of 6,000+ employees from 20 studies in various countries and industries.
  • Statistical modeling identified five unique classes of workplace deviants.
  • Follow-up study with 553 participants corroborated findings.

Five Types of Workplace Trouble Makers

1. Withdrawn Workers (39%)
   • Withhold effort, late, disengaged.
   • Linked to 'quiet quitting'.
2. Slacking Jerks (9%)
   • Low productivity and rude to coworkers.
3. Stagnant Workers (21%)
   • Occasionally late, daydream, disengage in rough times.
4. Elevated Deviants (4%)
   • Classic troublemakers; highly disruptive due to job dissatisfaction.
5. Minimal Deviants (27%)
   • Generally avoid deviance; may be influenced by social desirability bias.

Nature of Workplace Deviance

• Not always major like theft; often minor like extra breaks, daydreaming.
• Mundane deviance can erode positive culture over time.

Drivers of Deviant Behaviors

• Causes
  • Feeling wronged by people/situations or due to personality traits.
  • Abusive supervisors increase elevated deviant class.
  • Ostracism links to stagnant workers.
• Personality Traits
  • Agreeableness linked to less overt deviance.
  • Conscientiousness linked to minimal deviant class but can mix with other behaviors under stress.

Impact on Performance

• Deviance affects team performance and turnover.
• Group Performance
  • Minimal deviants perform well and supportive.
  • High-deviance groups generally poorer performers and less supportive.
• Complex Deviance
  • Stagnant and withdrawn workers have high quit intentions.
  • Slacking jerks show mixed behaviors: withdrawal and rudeness vs. performance.

Understanding Deviance in Work Life

• Most employees engage in minor misdemeanors rather than major actions.
• Deviance predicted by personality and situational factors.
• Effective management requires understanding motives and coping mechanisms.

Conclusion

• Deviance is common in work life, challenging the 'few bad apples' notion.
• Managers need to balance acceptance of some deviance and vigilance against overt infractions.
• Understanding reasons behind deviance can lead to better management strategies.