Effect of organizational control systems on organizationally directed deviance.

摘要

Previous research on workplace deviance has focused almost exclusively on the antecedents and consequences of destructive or negative deviance, yet deviance can also be beneficial and violate expectations in a positive, constructive direction. As both forms of behavior are affected by policies and procedures which establish norms and expectations, a field experiment was conducted to examine the effect of several forms of organizational control (formal vs. informal and external vs. internal) on destructive and constructive deviance. Specifically, the experiment tested the hypothesis that formal and external control, as compared to informal and internal control, would lessen destructive deviance but would also have negative effects on constructive deviance. The process reactions of justice and trust were hypothesized to mediate this relationship and conscientiousness and proactive personality were hypothesized to moderate the link between process reactions and deviance. Two hundred twenty-five individuals were employed in a one-time work opportunity where real time behavioral observations of deviance were measured. Results revealed that while no forms of control were effective in eliminating destructive deviance, external control was most likely to depress constructive behavior. Implications and directions for future research are presented.