Deviant and Criminal Behavior in the Workplace

Deviant and Criminal Behavior in the Workplace

Edited by Steven M. Elias
Copyright Date: 2013
Published by: NYU Press
Pages: 270
https://www.jstor.org/stable/j.ctt9qgcgg
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  • Book Info
    Deviant and Criminal Behavior in the Workplace
    Book Description:

    Workplace crimes are never far from the news. From major scandals like Enron to violent crimes committed by co-workers to petty theft of office supplies, deviant and criminal behavior is common in the workplace. Psychological factors are almost always involved when an employee engages in such behavior. Deviant and Criminal Behavior in the Workplace offers insights at the level of the individual employee and also sheds light on the role organizations themselves may play in fostering such criminal behavior. The volume considers psychological factors involved in theft and fraud, workplace violence, employee discrimination, and sexual harassment. It also analyses a number of variables which can influence such behavior including employee personality, employee emotional processes, experience of occupational stress, organizational culture, organizational injustice, and human resource management practices. The book will be of core interest to those interested in the psychology and sociology of work, organizational behavior, and human resource management.

    eISBN: 978-0-8147-2262-6
    Subjects: Psychology

Table of Contents

  1. Front Matter
    (pp. i-vi)
  2. Table of Contents
    (pp. vii-viii)
  3. PREFACE
    (pp. ix-xii)
    Steven M. Elias
  4. PART I: INTRODUCTION
    • 1 Conceptual Foundations: Insights from Criminology and the Sociology of Work
      (pp. 3-16)
      RANDY HODSON and GARY F. JENSEN

      In a review of literature on crime and the workplace in 1999, we noted that “Neither crime at the workplace nor crime generated by workplace experi­ences has received much attention in criminology” (Jensen & Hodson, 1999). Assessments since that time have yielded similar conclusions. Based on a citation analysis, David Shichor (2009, 175) reports an “absence of scholars who study white-collar crime and corporate crime in criminology and crim­inal justice journals and textbooks.”

      To some degree this neglect reflects the opinion of prominent criminolo­gists who have argued that (1) the public is most concerned with street crime (see Wilson &...

  5. PART II: EMPLOYEE CHARACTERISTICS ASSOCIATED WITH DEVIANT WORKPLACE BEHAVIOR
    • 2 Emotions and Deviance
      (pp. 19-49)
      REBECCA MICHALAK and NEAL M. ASHKANASY

      In this chapter, we discuss the nexus of emotion and workplace deviance. Consistent with Robinson and Bennett (1995), we define workplace devi­ance as a form of behavior that violates organizational norms and that consequently negatively impacts the well-being of the organization and its members. In fact, the term has been in the literature for several decades now, including early work by Cloward (1959), Cohen (1966), and Kemper (1966). Kemper, for example, characterized deviance in terms of employees who “steal, come late, procrastinate, ‘goof off,’ fail to give proper service to cus­tomers and clients, forget to report details to supervisors and...

    • 3 Born to Be Deviant? An Examination of the Relationship between Workplace Deviance and Employee Personality
      (pp. 50-76)
      CHRISTINE A. HENLE and MICHAEL A. GROSS

      Researchers and managers alike have sought for decades to reduce the occur­rence of detrimental employee behaviors like theft, unexcused absences or tardiness, sabotage, violence, property destruction, physical assault, on-the-job alcohol or drug use, social undermining, and rudeness. Identifying the antecedents of such behaviors is important because they can impact compa­nies’ profitability and inflict psychological and physical distress on the targets of these acts. One line of research suggests that workplace deviance is driven by employee personality traits. That is, certain types of employees, such as those characterized as aggressive, impulsive, or socially inept, are more likely than others to engage...

    • 4 The Role of Occupational Stress in Workplace Deviance
      (pp. 77-98)
      SHARON L. GRANT

      Occupational stress is a serious issue for employees and organizations alike. At the employee level, occupational stress is associated with a range of physi­cal and psychological health problems, including chronic illness and disease. Furthermore, there is increasing consensus that occupational stress is related to both short-term and long-term quality of life. For instance, occupational stress may have a collateral effect on health behavior (for instance, substance use), relationship quality, and self-esteem. At the organizational level, occu­pational stress has been linked with absenteeism, low morale, poor productivity/performance, and turnover. In addition, occupational stress may lead to counterproductive behavior in the form...

  6. PART III: ORGANIZATIONAL INFLUENCES ON DEVIANT WORKPLACE BEHAVIOR
    • 5 Accounting in Organizational Environments: Contextualizing Rules and Fraud
      (pp. 101-127)
      WILLIAM L. SMITH, BRANDON HILL HAINES and CINDY L. SEIPEL

      Merely say the name WorldCom or Enron and most individuals will respond with a grimace. These once respected companies are known today as mere commonplace names that symbolize fraud and deception. While less known than WorldCom and Enron, numerous other cases of widely reported cor­porate fraud and misconduct exist, involving the names of Sunbeam, Bap­tist Foundation of Arizona, and Tyco to name a few. In addition, there are countless examples of companies that experienced differing levels of fraud little known about beyond a local newspaper headline or listing in the local police blotter. The lower level of publicity in these...

    • 6 Human Resource Management and Deviant/Criminal Behavior in Organizations
      (pp. 128-152)
      PHILIP G. BENSON, GLENNIS M. HANLEY and WESLEY A. SCROGGINS

      Human resource management (HRM) emerged as a profession, formally rec­ognized in work organizations, about a century ago. It is generally agreed that since emerging as an organizational function, HRM has evolved through a variety of approaches, starting as an administrative discipline and eventually becoming a potential strategic partner to top management of a work organiza­tion. Modern HRM is a way to strategically manage the human aspects of an organization, to align policies and practices and to utilize the employees in an organization to achieve high performance in attaining organizational goals.

      Modern HRM has a much greater theoretical orientation than was...

  7. PART IV: THE ROLE OF (IN)JUSTICE AND SOCIAL POWER IN DEVIANT WORKPLACE BEHAVIOR
    • 7 Hazards of Justice: Egocentric Bias, Moral Judgments, and Revenge-Seeking
      (pp. 155-177)
      RUSSELL CROPANZANO and CAROLINA MOLINER

      Research has long documented a relationship between workplace fairness and organizational deviance. When individuals are treated unjustly, they tend to retaliate by harming others (for reviews, see Folger, 1993; Folger & Baron, 1996; Tripp & Bies, 2009). This can have pernicious effects on organizations. In one study, Skarlicki and Folger (1997) surveyed 167 manufacturing workers. Those who felt that their jobs lacked fair outcome (distributive justice), fair allocation policies (procedural justice), and fair interpersonal treatment (interactional justice) were more likely to report engaging in a number of retaliatory behaviors. These activities included such behaviors as damaging equipment, taking supplies home,...

    • 8 The Role of Social Power in Sexual Harassment and Job Discrimination
      (pp. 178-194)
      STEVEN M. ELIAS, LINDSEY A. GIBSON and CHET E. BARNEY

      Instances of sexual harassment are all too common in the workplace (see Chamberlain et al., 2008). Jokes with sexual content, whistling at a woman in a skirt, and soliciting favors of a sexual nature are just a handful of instances where one employee is inappropriately exercising power over another employee. Because of the wide range of behaviors that can fall into the category of sexual harassment, there is a frequent blurring of the line that sepa­rates appropriate from inappropriate behavior in the workplace. Like sexual harassment, it is not uncommon for job discrimination to occur within an organization. For example,...

  8. PART V: VIOLENCE IN THE WORKPLACE
    • 9 When Employees Turn Violent: The Potential Role of Workplace Culture in Triggering Deviant Behavior
      (pp. 197-220)
      RICKY W. GRIFFIN and YVETTE P. LOPEZ

      Unfortunately, tragedies such as these are not uncommon in the least. Accord­ing to recent statistics, an employee is killed at a U.S. workplace by a current or former co-worker an average of once each week. In addition, another twenty-five are seriously injured by violent assaults. Overall, some two million U.S. workers are victims of some form of workplace violence each year. Experts also suggest that U.S. businesses lose billions of dollars each year in lost work time and productivity, litigation expenses, and security measures in the aftermath of workplace violence. Among the more common reasons often given for increas­ing workplace...

    • 10 Workplace Violence: Prevention and Aftermath
      (pp. 221-246)
      ALLEN K. HESS and CLARA E. HESS

      Violence has become all too common in our workplaces. These tragic outbursts of mayhem have disparate causes and involve innumerable types of disputes. However, all events of workplace violence share two distressing features: they cause tremendous pain and anguish to the workplace involved and they contribute to a broader environment of fear in the workplace. Who can say his or her office is immune? Indeed, a violent attack can occur in nearly any work environment: a school or university, a factory or store front, a community theater or shopping mall, a hospital or taxi cab. Attacks can be carried out...

  9. ABOUT THE CONTRIBUTORS
    (pp. 247-254)
  10. INDEX
    (pp. 255-259)