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Positive and Negative Deviant Behavior

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by

Komal Razi

on 26 February 2014

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Transcript of Positive and Negative Deviant Behavior

Deviant Behavior
Behavior deemed deviant when an "organization's customs, policies, or internal regulations are violated by an individual or a group that may jeopardize the well-being of the organization or its citizen.
Positive deviance
Positive deviant behaviors may comprise behaviors that organizations do not authorize, but help the organization reach its financial and economical goal. E.g.
Innovative behaviors.
Noncompliance with dysfunctional directives.
Criticizing incompetent superiors
Impacts of Deviant behavior in Workplace
Its out of control, nearly 95% companies reporting deviance behavior.
In USA, 75% employees are engaged in deviance behavior.
50 billion employee theft annually. Other researches 6 and 200 billion annually.
High turnover rate.
Goodwill of the company
Negative Deviant Behavior : some causes
CAUSE # 2: Deviant Role Model
Social learning theory proposes that deviant role models in an organization or in any group in general will influence other in the group to commit acts of deviance as well.
Positive and Negative Deviant Workplace Behaviors: causes, impacts and solutions
Organizational
Serious
Minor
Interpersonal
Production Deviance
Leaving early
Taking excessive breaks
Intentionally working slow
Wasting resources
Property Deviance
Sabotaging equipment
Accepting kickbacks
Lying about hours work
Stealing from company
Political Deviance
Showing favoritism
Gossiping about co-workers
Blaming co-workers
Competing non-beneficially
Personal Aggression
Sexual Harassment
Verbal abuse
Stealing from co-workers
Endangering co-workers
TYPOLOGY OF NEGATIVE WORKPLACE BEHAVIOR
Rules and professionalism Climate
No organization Climate
Instrumental Climate
Caring Climate
POSITIVE DEVIANCE
Honorable
Voluntary
Departure from norms
Corporate Social Responsibility
Departure from norms in industries in which CSR is not expected or promoted.
Benefits society and potentially organization
Benefits society by addressing ethically questionable behavior
Whistle-blowing
Departure from norms of ethically questionable behavior

Substantial departures from norms
Insubstantial departures from norms
Organizational Citizenship Behaviors
Common departures from job requirements
Benefits organizational performance

TYPOLOGY OF POSITIVE DEVIANT BEHAVIOR
Cause # 1: TOXIC ORGANISATIONS
CAUSE # 3: Situation-based behavior
Situation based deviance proposes that employees will perpetrate deviant acts depending on the workplace environment, irrespective of their personal characteristics.
CAUSE # 4: Person-based perspective
Personality is contextual and it modifies how individuals interpret and thus respond to particular situations
Positive deviant behavior: some facilitators
Conditions underlying workplace behavior
Workplace variables (negative and positive)
It has shown that illegal (or negative) behavior are most likely to occur in larger firms with greater resources.

Organizational justice

• It is clearly observed that once the employees are
psychologically empowered
, they used to get engaged with positive deviant behavior.
• It enables them to do things and to think something out of the box.

Psychological empowerment
and liberty to employees enables them to participate in decision making.
• Positive deviance also involves risk as it is something departed from the norms of the organization in a positive way.
• Most of the companies allow their employees to do positive deviance just to gain financial and psychological gain.

• Most of the times workplace deviance is measured/observed at the individual level.
• Deviant behavior can be predicted best on the personality variables of the person.
• Key factors to evaluate deviant behavior (negative) of the employees within the organization or
unfair treatment, organizational culture, organization’ climate, and the supervisory behavior.
• It is observed that frustration and the workplace aggression lead towards the workplace deviance.
• There are some more reasons why people respond in a deviant behavior, intent to quit, dissatisfaction with the organization and non approval of things (ideas)
• Workplace deviance is also observed in those organizations where leaders are involved in doing unethical practices.

Negative or illegal behavior
Four Demographic Factors
Gender
Tenure
Education
Age

Equity and inequitably in the workplace.
Acceptable and unacceptable norms in the workplace.
Equal opportunities.

Job and Organization Satisfaction
Employees who report high levels of job and organizational satisfaction also reported lower levels of likelihood of ethical rule breaking within the organization.

Commitment
Employees who are most loyal and passionate about their work are, on average, least likely to consider quitting their jobs.

Involvement
A person may be simply too busy doing conventional things to find time to engage in deviant behavior.

Ethnic difference between workers
It may be postulated that keeping workers occupied with tasks that they will be asked to take responsibility for will often lead to a lower likelihood that such employees engage in deviant behaviors.

Company Task Structure
Employees with a high status and that possess numerous reference groups are more likely to engage in positive deviant behaviors than those without

Employee With High Status
Recommendation
Ethical core values in organizational culture.
Accept all values, rules and regulations of organization.

CONCLUSION
Future of Deviance
Is positive workplace deviance contagious?

Why would members of an organization decide to engage in positive deviant behaviors in the first place?
Negative Deviance
Self efficacy
It has bee linked to an increased tendency to engage in positive deviant behavior
Group members:
Harris
Jazba
Ibtehaj
Fazila
Faryal
Presented to:
Qurat-ul-ain Shah
Negative deviant behavior include employee delinquencies such as,
not following manager orders
slowing down the work
arriving late
petty theft
taking bribes
being rude.
Verbal abuse
Sexual harassment
Vandalism.
Rumor spreading
Corporate Sabotage.
Full transcript