Deviant Workplace Behavior

Examples of production deviance comprise of activities such as leaving early from work, taking excessive breaks, delaying production, wasting resources, sabotaging tools and office properties, accepting kickbacks, lying about hours worked, and stealing from the organization (Robinson and Bennett, 1995). According to the authors, interpersonal deviance, on the other hand, consists of behaviours that affect the well-being of other workers within the organization. Political deviance, such as gossip, favouritism, blaming others, unnecessary competitiveness are examples for minor deviance, while personal aggression, such as sexual harassment, abuse, bullying, stealing from colleagues and endangering co-workers are examples for serious deviance (Robinson & Bennett, 1995).

Deviant workplace behaviour has been conceptualized in several ways with antisocial behaviour considered as being one of these. Robinson and Greenberg (1998) state that there exists no universally agreed upon description or conceptualization of deviant workplace behaviour. however, prominent amongst studies on the subject relate deviant workplace behaviour to such as: antisocial

According to Giacalone and Greenberg (1997), antisocial behaviour is based on personal, political, as well as property exchanges and less so on production, with the exception of sabotage (Giacalone & Greenberg, 1997). Antisocial behaviour includes aggression, discrimination, theft, interpersonal violence, sabotage, harassment, lying, revenge and whistleblowing (Kidwell & Martin, 2005). In order to predict deviant behaviours in the organizations, Hollinger (1986) suggests the importance of personal characteristics and perceptions and attitudes of employees about their organizations or