ASIA PACIFIC INSTITUTE OF INFORMATION TECHNOLOGY

IN COLLABORATION WITH STAFFORDSHIRE UNIVERSITY UK

BA (Hons) in Business Administration

Individual Assignment
Agboola, A. and Salawu, R. (2010). Managing Deviant Behavior and Resistance to
Change. International Journal of Business and Management 6 (1): 235 242
Module Code & Title
BSB10178-3
Prepared By
Heshan Chanuka Lakmal Kotigala CB004354 HF1371BM
Date of Submission
2nd December 2013
Instructor
Dr. Chalaka Subasinghe

Submitted in partial fulfillment for the

Degree of Bachelor of Arts (Hons) in Business Administration
Word Count
[Words..]

Table of Contents
Acknowledgement......................................................................................................................3
Abstract......................................................................................................................................4
1.0 Introduction..........................................................................................................................4
2.0 Literature Review.................................................................................................................5
4.0 Limitations...........................................................................................................................6
5.0 Conclusion............................................................................................................................7
References..................................................................................................................................8

Acknowledgement

Abstract

1.0 Introduction
Pathak (2010), change is defined as an alteration in the existing field of focus which tends to
affect the equilibrium. Organizations which failed to appropriately respond to changes have
fallen apart and organizations who have successfully adapted to the ever changing internal
and external forces strengthening their survival. In any organization, change is always
accompanied by rapid and extensive transformation of three aspects, namely human
resources, organizational workspace, and equipment as the facilities of the organization
(Kordrostami & Aghakhani, 2006)
Adapting to change for an organization is necessary for its own improvement. Today,
organizations increasingly face a challenging and changing environment and are forced to
adjust themselves to environmental factors such as workforce, technology, competition,
social activities, politics etc. By implementing programmed changes they try to improve their
employees who, at the end, support the organization and its ability to adjust to changes of
environment (Khachian et al., 2013).
The article Managing Deviant Behaviour and Resistance to Change by Agboola and
Salawu (2011) focuses on how to manage deviant behaviours and resistance to change using
a case study method by selected organizations. The Author will review and critically analyze
this article using well established literature and evidences.

2.0 Literature Review

Agboola and Salawu (2011), Perceived positive effect of change will promote commitment
while negative perception will generate resistance. Tavakoli (2010) defines resistance as a
bahavioural reaction or symptom of distress, intended to reduce distress level. According to
this, resistance can have three positive functions, as it can be a symptom that signals there is
something wrong and warns the employees, it manages or controls the distress coming from
the change or it can be a result of the employees commitment to their current status or tasks.
It is possible to offer assistance that will facilitate employees transition from the current
accepted status to a more challenging level by not threatening the employees basic human
needs (Tavakoli, 2010). If the organization is able to achieve this, it will create positive
perception leading to less resistance to change.
Chirashan and Mahapa (2012), states that there are two types of deviance as constructive
deviance where employees engage in innovative behaviours that helps the organizations to
grow creatively and destructive deviance which reflects interpersonal and organizational
deviance which includes all negative perceptions towards the harmful behavior of that harms
the organization. This article leans more towards destructive deviance where it argues that
deviant behavior is one form of resistance which consists of negative behaviours such as
absenteeism, striking, sabotage, physical violence, etc.
Appelbaum et al., (2007) argues that organizations only focus on the negative aspect of
deviant behaviour where positive deviant behaviours are discouraged. Spreitzer and Doneson
(2005), also states that there is a greater probability that employees engage in positive deviant
behaviours once they are psychologically empowered in the working environment but also
there is a risk because it requires disappearance from norms in a positive manner but that it
might make others uncomfortable.
The article argues
The argument by by Agboola and Salawu (2011), Managing deviant behaviour and
resistance to change is well complemented by the different arguments emphasized by above
authors in their researches and studies concerning to change and behaviour.

3.0 Data and Methodology

The article reviewed, the authors have applied the case study methodology in order to answer
the research problem. The authors have used 3 different case studies in order to approach
views. This approach ensures that the problem is not explored only through one point of
view but a variety of scenarios that will allow numerous evidences of the problem to be
revealed and understood (Baxter and Jack, 2008).

Yin (2003), identified that a case study approach should be considered when the effort of the
research is to answer how and why questions, when the limits are not clear between the
evidence and the problem or when you believe that the cases are directly relevant to the
problem. The three cases used by Agboola and Salawu (2011), focuses on the various
changes of the organizations and how it affect the behaviours of the employees.

4.0 Limitations
However, little information is available regarding what behaviours are acceptable or
unacceptable from the employee point of view. Moreover, although it has been recognized
that cultural factors influence the acceptance of given workplace behaviours (Power et al.,
2011).

5.0 Conclusion

References
Agboola, A. and Salawu, R. (2010). Managing deviant behavior and resistance to change.
International Journal of business and management 6 (1): 235 242
Appelbaum, S., Iaconi, G. and Matousek, A. (2007). Positive and negative deviant workplace
behaviors: causes, impacts, and solutions. Corporate Governance 7 (5): 586598
Baxter, P. and Jack, S. (2008). Qualitative case study methodology: Study design and
implementation for novice researchers. The Qualitative Report 13 (4):544-559.
Chirasha, V. and Mahapa, M. (2012). An Analysis of the Causes and Impact of Deviant
Behaviour in the Workplace. The Case of Secretaries in State Universities. Journal of
Emerging Trends in Economics and Management Sciences 3 (5): 415-421.
Khachian, A., Pazargadie, M., Manoochehri, H. and Baghban, A. (2013). The Role of the
Organizational Internal Environment in the Establishment of Change Management in Nursing
and Midwifery schools. Procedia-Social and Behavioral Sciences 93: 308-316
Kordrostami, M., & Aghakhani, E. (2006). Change management and organizational
development. Darsi Books Publication: Tehran
Pathak, H. (2010). Organisational change. New Delhi: Pearson Education.
Power, J., Brotheridge, C., Blenkinsopp, J., Bowes-Sperry, L., Bozionelos, N., Buz\'Ady, Z.,
Chuang, A., Drnevich, D., Garzon-Vico, A. and Leighton, C. (2011). Acceptability of
workplace bullying: A comparative study on six continents. Journal of Business Research.
Spreitzer, G.M. and Doneson, D. (2005), Musings on the past and future of employee
empowerment, in Cummings, T. (Ed.), Handbook of Organizational Development, Sage
Publishing: London
Tavakoli, M. (2010). A positive approach to stress, resistance, and organizational
change. Procedia-Social and Behavioral Sciences 5: 1794-1798.
Yin, R. (2003). Applications of case study research. Thousand Oaks. Sage Publications:
California