Workplace Deviance

According to group psychology, workplace deviance can be defined as the deliberate and malicious desire to sabotage an organization by causing problems in the workplace. The concept has become widely popular in the field of organizational communication. It can involve interpersonal relationships like lying and gossiping as well as individual acts such as tardiness and theft. It’s important to discuss this topic because some boundaries are unclear on what could be considered a poor work ethic or deliberate deviance. This article will clarify the causes behind workplace deviance and what the different types look like. 

When employees start working at a company, they create a set of expectations about their workplace. This is called making psychological contracts. When the terms of the “contract” are not met, this can be seen as a psychological contract breach by their employers. This then presents potential problems in the workplace. The psychological contract is an important factor in determining whether workers engage in workplace deviance. If they feel there is a breach, this may drive workplace deviance. 

Workplace deviance is also closely related to abusive supervision. This is when a supervisor is angered too easily during a situation when the supervisor’s anger is disproportional to the situation at hand. Studies have explored the true reasons behind this anger, hypothesizing that a history of family aggression is the root of angry reactions and abusive supervision. Other behaviors include ridiculing their employees, giving them the silent treatment, reminding them of past failures, failing to give proper credit, and wrongfully assigning blame to others. Workplace experiences such as these may fuel the worker to act out. Research has demonstrated that the perception of not being respected is one of the main causes of workplace deviance; workplace dissatisfaction is also a factor.

Workplace deviance can be expressed in different ways. Employees can engage in behavior ranging from minor and nonviolent to extreme and violent. Interpersonal and organizational deviance are two forms of workplace deviance that are directed differently. Others include:

• Silence: Silence becomes employee deviance when an employee intentionally withholds any kind of information that might be useful to the organization. 
  
• Coworker backstabbing: This consists of an employee doing something to another employee to get a "leg up" on the other employee. Strategies used for backstabbing include dishonesty, blame (or false accusation), discrediting others, and taking credit for another's work.
  
• Cyber loafing: Cyber loafing has become another way for employees to avoid the tasks at hand. This includes surfing the web and doing non-work-related tasks on the internet such as chatting on social-networking sites, online shopping, and other activities.
  
• Production deviance: Production deviance is behavior that violates formally prescribed organizational norms with respect to minimal quality and quantity of work to be accomplished as part of one's job.
  
• Property deviance: More serious cases of deviant behavior harmful to an organization include property deviance. This is when employees either damage or acquire tangible assets without authorization. This type of deviance typically involves theft but may include sabotage, intentional errors in work, and misuse of expense accounts.
  

As with many forms of negative workplace behaviors, ensuring organizational justice is one of the most effective methods organizations can use to reduce the frequency of deviance. Additionally, positive relationships between employers and employees are crucial, as they can play an important role in the development of workplace deviance. Employees who perceive their organization or supervisors as more caring or supportive have been shown to have a reduced incidence of workplace-deviant behaviors. Supervisors, managers, and organizations who are aware of this should assess their own behaviors and interactions with their employees. 

References
Garcia, J.M., Restubog, S.L.D., Kiewitz, C.S., & Scott, K.L & Tang, R.L. (2014). Abusive supervision may have roots in childhood. I/O at Work. Retrieved from https://www.ioatwork.com/abusive-supervision-may-roots-childhood/ 

McCarraher, L. (2020). What is workplace deviance. HR Zone. Retrieved from https://www.hrzone.com/hr-glossary/what-is-workplace-deviance