The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance
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Data de Publicação: | 2020 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10400.14/31098 |
Resumo: | Purpose–This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach–Two studies (N= 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N= 272) manipulated deviant status and organizational structure. Study 2 (N= 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings–Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value–The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance). |
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The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace devianceTurnover intentionStatusOrganizational commitmentOrganizational structureWorkplace devianceJob satisfactionPurpose–This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach–Two studies (N= 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N= 272) manipulated deviant status and organizational structure. Study 2 (N= 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings–Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value–The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance).EmeraldVeritati - Repositório Institucional da Universidade Católica PortuguesaMoon, ChankiMorais, CatarinaMoura, Georgina Randsley deUskul, Ayse K.2020-10-13T13:49:41Z20202020-01-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10400.14/31098engMoon, C., Morais, C., Moura, G. R. D., & Uskul, A. K. (2020). The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance. International Journal of Conflict Management, 32(2), 315-339. https://doi.org/10.1108/IJCMA-03-2020-00361044-406810.1108/IJCMA-03-2020-003685090774484000574652400001info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2023-12-19T01:36:49Zoai:repositorio.ucp.pt:10400.14/31098Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T18:24:52.144135Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
title |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
spellingShingle |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance Moon, Chanki Turnover intention Status Organizational commitment Organizational structure Workplace deviance Job satisfaction |
title_short |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
title_full |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
title_fullStr |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
title_full_unstemmed |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
title_sort |
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance |
author |
Moon, Chanki |
author_facet |
Moon, Chanki Morais, Catarina Moura, Georgina Randsley de Uskul, Ayse K. |
author_role |
author |
author2 |
Morais, Catarina Moura, Georgina Randsley de Uskul, Ayse K. |
author2_role |
author author author |
dc.contributor.none.fl_str_mv |
Veritati - Repositório Institucional da Universidade Católica Portuguesa |
dc.contributor.author.fl_str_mv |
Moon, Chanki Morais, Catarina Moura, Georgina Randsley de Uskul, Ayse K. |
dc.subject.por.fl_str_mv |
Turnover intention Status Organizational commitment Organizational structure Workplace deviance Job satisfaction |
topic |
Turnover intention Status Organizational commitment Organizational structure Workplace deviance Job satisfaction |
description |
Purpose–This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach–Two studies (N= 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N= 272) manipulated deviant status and organizational structure. Study 2 (N= 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings–Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value–The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance). |
publishDate |
2020 |
dc.date.none.fl_str_mv |
2020-10-13T13:49:41Z 2020 2020-01-01T00:00:00Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10400.14/31098 |
url |
http://hdl.handle.net/10400.14/31098 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
Moon, C., Morais, C., Moura, G. R. D., & Uskul, A. K. (2020). The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance. International Journal of Conflict Management, 32(2), 315-339. https://doi.org/10.1108/IJCMA-03-2020-0036 1044-4068 10.1108/IJCMA-03-2020-0036 85090774484 000574652400001 |
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info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Emerald |
publisher.none.fl_str_mv |
Emerald |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
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Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
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RCAAP |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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