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Procedia - Social and Behavioral Sciences 210 (2015) 330 – 338

4th International Conference on Leadership, Technology, Innovation and Business Management

A Theoretical Model on the Proposed Predictors of Destructive

Deviant Workplace Behaviors and the Mediator Role of Alienation

Bora Yıldıza , Lütfihak Alpkanb
a
Gebze Institute of Technology, Kocaeli, 41400, Turkey
b
Gebze Institute of Technology,Kocaeli, 41400, Turkey

Abstract

Destructive deviant workplace behaviors are getting more and more important in today’s business world. Although numerous
researchers in the literature have tried to determine and clarify antecedents and consequences of deviant behaviors, studies on both
alienation and deviance are limited. In this respect after a comprehensive literature review on the concept of workplace deviance,
this paper provides a theoretical framework on some rarely studied predictors (i.e. person-organization fit, participative decision
making, careerism) of it, where work alienation plays a mediator role. Managerial and further research implications are provided.

Keywords: Destructive deviant workplace behaviors, Work alienation, Person-organization fit, Participative decision making, Careerism

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on Leadership, Technology, Innovation and Business Management
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1. Introduction

The concept of workplace deviance has been received a great deal of attention in past two decades (Robinson and
Bennet, 1995; Bennett and Robinson, 2000; Henle, 2005; O’Neill and Hastings, 2011). Workplace deviant behavior
has generally conceptualized deviance as destructive (Robinson and Bennett, 1995; Spector and Fox, 2002; Sacket,
2002; Henle, 2005; Spector and Fox, 2010; Bodankin and Tziner, 2009), but some researchers have used this concept
as a positive meaning (Spreitzer and Sonenshein, 2003, 2004; Appelbaum et al., 2007), which is called as a
constructive deviance (Galperin, 2002; Warren, 2003; Robbins and Galperin, 2010; Galperin, 2012; Vadera, Pratt and
Mishra, 2013). Thus, it can be inferred from these studies the construct of workplace deviance includes positive
(constructive) and negative (destructive) behaviors, which are deviations from formal organizational norms (Warren,
2003). Although this behavior is a two-edged sword, in this study, we address only destructive deviant workplace
behaviors.

Destructive deviant workplace behaviors are one of the most important research topics affecting well-being of
organizational norms and performance. Therefore understanding these behaviors and related work attitudes has

Corresponding author. Tel. + 90-555-721-3425 fax. +90-000-000-0000
E-mail address: byildiz@gyte.edu.tr

1877-0428 © 2015 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of the International Conference on Leadership, Technology, Innovation and Business Management
doi:10.1016/j.sbspro.2015.11.373
 Bora Yıldız and Lütfihak Alpkan / Procedia - Social and Behavioral Sciences 210 (2015) 330 – 338 331

become a significant research area. A deviant behavior in the workplace has been defined as “voluntary behavior that
violates significant organizational norms and in so doing threatens the well-being of an organization and its members
or both” (Robinson and Bennett, 1995; Bennett and Robinson, 2000). In this respect, previous researches show that
workplace deviance is an important threat for organizations in terms of social and economic costs (Bennett and
Robinson, 2000; Greenberg, 1990: Murphy, 1993; O'Leary-Kelly, Griffin and Glew, 1996; Griffin, O’Leary and
Collins, 1998; Galperin and Burke, 2006; Örücü and Yıldız, 2014). According to these definitions this kind of
behaviors have two basic characteristics: (a) they are not mentioned in the formal job definitions and go beyond the
existing role expectations, (b) they violate organizational norms.

There are many empirical studies on the direct antecedents of workplace deviance. They include many
demographical factors, organizational conditions, employee perceptions and characteristics, etc. However, these
predictors might cause deviance not directly but through some negative attitudes. For instance according to the social
exchange theory (Blau, 1969) perceptions cause attitudes that cause behaviors. In other words employees’ personal
feelings, expectations, perceptions, characteristics etc. may develop some negative attitudes towards the work and
organization which then cause some negative behaviors. Therefore in this study, we highlight work alienation as a
negative attitude that links some possible predictors to deviant behaviors. Although important and interesting, relations
between two negative concepts, both at the expense of the organizational milieu and norms, work alienation -a
negative attitude, and workplace deviance -a set of negative behaviors, are rarely studied until now. Thus, the present
study has two main research questions: (a) what might be some less studied antecedents of destructive deviant
workplace behaviors, and (b) is work alienation a missing link between the antecedents and behaviors? It develops a
conceptual model that incorporates some possible causes and a mediator for destructive deviant workplace behaviors.

The paper proceeds in the following manner. It begins with a literature review on deviant workplace behaviors and
work alienation. Then the mediator role of alienation is discussed in the relations of careerism, participative decision-
making and person-organization fit to deviant behaviors. Lastly, conclusion and implications are forwarded.

2. Destructive Deviant Workplace Behaviors and Work Alienation

The concept of destructive workplace deviant behaviors has been defined as “voluntary behavior that violates
significant organizational norms and in so doing threatens the well-being of an organization and its members or both”
(Robinson and Bennett, 1995; Bennett and Robinson, 2000). In a recent study, Gruys and Sacket (2003) extended this
definition as “any intentional behavior on the part of an organization member viewed by the organization as contrary
to its legitimate interests”. With this definition it is clear that behavior (or intend to behavior) is more important than
its negative results. This behavior is also labeled as an organizational misbehavior (Vardi and Weiner, 1996),
counterproductive workplace behavior (Fox, Spector and Miles, 2001; Gruys and Sacket, 2003), deviance (Robinson
and Bennett, 1995; Hollinger, 1986), antisocial behavior (Robinson & O’Leary-Kelly, 1998; Aquino and Douglas
2003) and dysfunctional work behavior (Griffin et al., 1998). Although these concepts have different names, they have
nearly same definitions. For instance, counter-productive workplace behavior is defined as” behavior that is intended
to have a detrimental effect on organizations and their members” (Fox et al., 2001). Based on the these definitions, it is
easy to see that destructive behaviors have two common distinct characteristics; (a) these behaviors are performed
voluntarily, (b) the main aim of these behaviors harm to the organization’s significant norms, or tend to harm
organization and its members, stakeholders or all of them (Robinson and Bennett, 1995; Bennett and Robinson, 2000).

Destructive deviance behavior is an important problem for organizations from two aspects; it is a common problem
and its cost is enormous (Bennet and Robinson, 2000). Therefore, understanding and managing this problem is an
important research area. In the literature, many researchers have studied many possible antecedents of these behaviors
such as; work alienation (Kanten and Ülker, 2014), organizational climate (Kanten and Er Ülker, 2013), moral
disengagement (Fida et al., 2014; Samnani, Salamon and Singh, 2014; Hystad, Mearns and Eid, 2014; Christian and
Ellis, 2014), negative affect (Alias et al., 2013; Fox et al., 2001; Hung, Chi and Lu, 2009; Kantur, 2010; Spector,
2011; Ho, 2012; Samnani et al., 2014), organizational commitment (Appelbaum, Saphiro and Molson, 2006; Brooks,
2012), organizational justice (Henle, 2005; Yen and Teng, 2013; Fatima et al., 2012; Chang and Smithikrai, 2010;
Appelbaum, Iaconi and Matousek, 2007; Galperin, 2002), ethical climate (Peterson, 2002; Appelbaum et al, 2005;
Alias et al., 2013), organizational structure (Zimmerman, 2001; Yen and Teng, 2013; Fatima et al., 2012),
332 Bora Yıldız and Lütfihak Alpkan / Procedia - Social and Behavioral Sciences 210 (2015) 330 – 338

organizational culture (Chung and Moon, 2011; Galperin, 2002), guilt proneness (Cohen, Panter and Turan, 2013),
ethical ideology (Henle, Giacalone and Jurkiewicz, 2005), Machiavellianism (Galperin, 2002), ethical orientation
(Galperin, 2002) personality traits (Salgado, 2002; Bolton, Becker and Barber, 2010; O’Neill and Hastings, 2011)
have been widely studied by researchers. Apparently, since the last two-decades, numerous researches have been tried
to clarify workplace deviance and as a result acknowledged that perceived fairness, injustice and some negative
emotions play a crucial role in occurrences of this kind of behaviors (Fox et al., 2001; Appelbaum et al., 2006; Kantur,
2010; Kelloway et al., 2010). In light of these studies, it is easy to say that there are many negative variables that relate
to this deviance. Work alienation, which can be accepted a common result of work and organization related negative
factors, is one of newly studied drivers of deviant behaviors (Chiaburu, Diaz and De Vos, 2013). In this paper, the
work alienation will be used as a mediator in our proposed model, alienation and its relationship with the destructive
workplace behavior will be defined.

Beside the above mentioned studies, work alienation as an attitudinal negative variable has been rarely related to
deviant behaviors in the past literature. However, alienation is a common problem in today’s business world where
employees’ levels of specialization have risen. The concept of alienation has long been studied (Nair and Vohra,
2010). According to Suárez-Mendoza and Zoghbi-Manrique-de-Lara (2008) alienation defined as the loss of capacity
to express oneself at work. Work alienation occurs when employees lack concern, interest and attachment against to
their work (Kanten and Ülker, 2014). According to Seeman’s (1983) study, alienation is not a stable personality
characteristic; in contrast, it is a situational phenomenon that emerges under some conditions. According to Sulu,
Ceylan and Kaynak (2010) an alienated person is defined as a person lacking involvement in work role and
disengaging from the work. The feeling of alienation can lead to a decrease in motivation and negative results in
terms of organization and its members or both (Banai, Reisel and Probst, 2004; Ceylan and Sulu, 2011; Chiaburu et al,
2013).

In the literature, many researchers have studied many related factors to alienation such as; management style and
practices and job characteristics, lack of decision-making, limited control over the job, organizational commitment,
job involvement, performance related pressure, organizational justice, the negative effect of downsizing, perceived
organizational structure, technological changes (Dipietro and Pizam, 2008; Banai and Reisel, 2007; Allen and
LaFollette, 1977; Ceylan and Sulu, 2011; Hirschfield, Feild and Bedeian, 2000; Kanten and Ülker, 2014; Sulu et al.,
2010; Nair and Vohra, 2012). According to these studies, it is easy to say that the causes and consequences of
alienation are numerous. However its relation to deviant behaviors is rarely studied (Nair and Vohra, 2012).
Accordingly, in this study we propose a theoretical model where alienation is not only a cause of deviance but also a
mediator that links the effects of some other drivers to deviant behaviors.

3. Mediator Roles of Alienation

Because of its harmful effects and enormous costs, studying and understanding destructive deviant workplace
behaviors is an important research area (Yıldız and Yıldız, 2014). Although a great deal of study has been done about
these behaviors, the main difference of the present study from previous researches is the mediator role of work
alienation in the proposed model. Of course alienation have already been proposed as mediator in a study by Kanten
and Er Ülker (2013). But, in our study, predictors are not employee perceptions on organizational climate. We use
employee feelings or orientations instead. Then, we propose that negative employee feelings may lead to negative
behaviors through the negative attitudes, i.e. work alienation in our study.

3.1. Mediator Role of Alienation in the Relation of Person-Organization Fit to Destructive Deviant Workplace
Behaviors

Generally, hiring or selecting right person to organizations is an important process. From this aspect, a fit between
person and organization is a must. Person-Organization Fit (POF) is defined as the compatibility of personal and
organizational characteristics (KristofϋBrown, Zimmerman and Johnson, 2005). Person-Organization (POF) fit is a
pivotal factor for organizations to elevate employee commitment and flexibility to overcome challenges in the
competitive environment (Kristof, 1996). POF can exhibit two aspects; complementary and supplementary fit.
 Bora Yıldız and Lütfihak Alpkan / Procedia - Social and Behavioral Sciences 210 (2015) 330 – 338 333

Supplementary fit occurs when a person’s characteristics are similar to those of the organization. On the other hand
complementary fit was defined as when a person brings to the organization, something is missing, add needed
(Kristof, 1996; Sharkawi, Rahim, and AzuraDahalan, 2013).

In social sciences, many studies explain employee behaviors in terms of Blau’s (1964) social exchange theory. This
theory explains employee behaviors as a two-way communication between person and organization. Employees
receive some positive or negative messages from organizations and perform some positive or negative behaviors as a
response to the organization. According to this theory POF can be a predictor of some positive behaviors such as; job
satisfaction and organizational commitment (Liu, Liu and Hu, 2010; O'Reilly, Chatman and Caldwell, 1991), career
success (Bretz and Judge, 1994) and organizational citizenship behavior (Suárez-Mendoza and Zoghbi-Manrique-de-
Lara 2008). According to these studies high-level of POF can lead to positive outcomes and poor level of POF can
also lead to some negative outcomes such as; turnover intention (Liu, Liu and Hu, 2010), work alienation (Suárez-
Mendoza and Zoghbi-Manrique-de-Lara 2008), dissatisfaction and counterproductive workplace behaviors (Sharkawi
et al., 2013; Jawad et al., 2013). Accordingly, if a person feels a poor level of POF, this can develop negative
attitudes, then leading to destructive deviant workplace behaviors (Sharkawi et al., 2013).

Alienation as an important negative attitude may play such a linking role between the employees’ feelings of POF
and deviant behaviors. As presented before, low level of POF is associated with destructive deviant workplace
behaviors (Sharkawi et al., 2013). Alienation is also associated with destructive workplace behaviors (Kanten and
Ülker, 2014; Kanten and Er Ülker, 2013; Nair and Vohra, 2012). Moreover, in Suárez-Mendoza and Zoghbi-
Manrique-de-Lara’ (2008) study, they used alienation as mediator in the relationship between POF and citizenship
behavior. In this relationship hypothesized model explain that if person with high-level POF will more likely to exhibit
citizenship behaviors precisely because of their low-level tendency to alienation. In this respect many studies have
already state that citizenship behaviors, as a pro-social behavior (Spreitzer and Sonenshein, 2004; Galperin, 2012), are
inversely related to destructive deviant workplace behaviors (Sackett and DeVore, 2001; Dunlop and Lee, 2004; Dalal,
2005; Dineen, Lewicki and Tomlinson, 2006; Vigoda-Gadot, 2007; Levine, 2010; Chang and Smithikrai, 2010; Jung
and Yoon, 2012; Hafidz, Hoesni and Fatimah, 2012; Ariani, 2013; Yen and Teng, 2013). In light of these studies, we
propose that an employee, who feels that there is a misfit between his characteristics and those of the organization he
serves, may get alienated and then engage in deviant behaviors.

P1. Work alienation mediates the negative relationship between Person-Organization Fit (POF) and destructive
deviant workplace behaviors

3.2. Mediator Role of Alienation in the Relation of Careerism to Destructive Deviant Workplace Behaviors

Careerism or careerist orientation is defined as “the propensity to pursue career advancement through non-
performance-based means” by Feldman and Weitz (1991). In their study, they state that people, who have careerist
orientations pretend to be successful even if they are not, use their social relationship with the coworkers or
supervisors as an instrument to career advancement, and commit some misbehaviors necessary to career development.
Accordingly, careerist orientation is related to some negative outcomes such as absenteeism and turnover (Aryee and
Chen, 2004; Feldman and Weitz, 1991). However, we could not find in the literature any study on the effects of
careerism on deviant behaviors. Thus, our aim is to close this research gap and propose that careerism is associated
with destructive deviant workplace behaviors since in a recent study by Adams (2011) a negative relationship has been
found between organizational citizenship behavior (OCB) and careerism. Given the negative relationship between
OCB and destructive workplace behaviors (Dunlop and Lee, 2004; Dalal, 2005; Vigoda-Gadot, 2007; Levine, 2010) it
can be proposed that there is a positive relationship between high-level careerism orientation and destructive deviant
workplace behaviors.

Another negative outcome of careerism is alienation. This has already been studied and a direct relation is found by
Chiaburu et al. (2013). If frustrated careerist employees may develop negative attitudes including work alienation. But
with or even without frustration, careerism may cause work alienation since work related qualifications, tasks or
performance measures are not already internalized by careerist people. Just pretending to be successful is enough.
Alienated from the real substance of the work, they may then easily engage in deviant behaviors to further develop
334 Bora Yıldız and Lütfihak Alpkan / Procedia - Social and Behavioral Sciences 210 (2015) 330 – 338

their careers. Therefore we propose that an employee who pursues careerist orientations may get alienated and then
develop deviant behaviors.

P2. Work alienation mediates the relationship between Careerism and destructive deviant workplace behaviors

3.3. Mediator Role of Alienation in the Relation of Participative Decision-Making to Destructive Deviant Workplace
Behaviors

Nassehi (2005) defines organizations as “decision machines”. Participative decision-making is defined by Aiken
and Hage (1966) as “the degree to which staff members participate in setting the goals and policies of the entire
organization”. Employees’ role in the decision-making process is vital for organizations in terms of their positive or
negative attitudes towards the organization (Lam, Chen and Schaubroeck, 2002; Nassehi, 2005). Past studies exhibit
positive effects of participative decision-making on positive attitudes and behaviors such as job satisfaction and
organizational citizenship behavior (OCB) (Black and Gregersen, 1997; Porter, Lawler and Hackman, 1996; Gilbert,
Laschinger and Leither, 2010). On the other hand, there are also findings about the effects of low participation on
negative outcomes such as low-level performance and alienation, (Aiken and Hage, 1966; Allen and LaFollette, 1977;
Black and Gregersen, 1997). Already, according to Blau’s (1964) social exchange theory if members of an
organization feel themselves out of the decision-making process they might develop some negative behaviors. Since a
positive antecedent of OCB can be assumed as a negative one of destructive workplace behaviors (Bennet and
Stamper, 2001; Yen and Teng, 2013) and since alienation is found as an outcome of low participation, we can propose
that low participation is a source of deviance and alienation mediates this relation. In other words, an employee who
feels to be externalized or isolated from the decision making process may get alienated and then develop deviant
behaviors.

P3. Work alienation mediates the relationship between participative decision-making and destructive deviant
workplace behaviors

Person- Organization Fit

P1

Careerism Alienation Destructive Deviant

P2
Workplace Behaviors

Participative Decision Making P3

Figure 1: Proposed Model

4. Conclusion

In this study, we began defining some constructs with related to proposed model and reviewing the relevant
literature of destructive deviant workplace behaviors. After explaining their rationales we suggested several
propositions related with five variables; destructive deviant workplace behaviors, participative decision-making,
alienation, person-organization fit (POF) and lastly careerism. In this respect, several propositions are developed to
test these predictive relationships (see Figure 1). Thus, this study provides a theoretical model, whereby practitioners
and researchers can examine and clarify these empirically testable relationships.

Considering this relationship within the social exchange theory (Blau, 1964), we can say that employees’
organizational level perceptions are predictors of attitudes and in turn these attitudes are predictors of behaviors. In
 Bora Yıldız and Lütfihak Alpkan / Procedia - Social and Behavioral Sciences 210 (2015) 330 – 338 335

other words, employees perceive some positive and negative treatment from their organizations, than develop some
positive and negative attitudes and lastly exhibit some behaviors based on these attitudes. In this respect, we thought
employees’ feelings and orientations could lead to deviant behaviors through the agency of work alienation. This
theoretical framework can be beneficial in terms of practitioners and researchers. Informed about theoretical
antecedents of alienation and deviant behaviors, managers might develop some precautions to prevent or destructive
deviance. For instance, HRM managers should look for POF as a must in selection and appraisal activities. Career
opportunities should be provided for those specialist employees who may easily develop careerist orientations. Also
top managers should establish an organizational milieu where employees may feel involved in the decision making
process. If accordingly work alienation is minimized, positive attitudes such as commitment and involvement may
flourish which then lead to a decrease in destructive deviance.

Despite the strengths, this study is not without limitations. Firstly, we included only destructive deviant workplace
behaviors. But, there is also constructive deviance and this type of deviance lies outside the scope of this study.
Future researches, should examine destructive deviance together with constructive deviance to emphasize the
differences. Secondly, it is easy to say that there are numerous situational and contextual variables that could affect
these relations. Further researches should explore the possibility that certain situational or contextual variables mediate
or moderate these relations. In addition, future studies may investigate the direct or moderator effects of personality
variables. Lastly, although we assume that the present study will provide a useful standpoint to researchers, we believe
that it will achieve its primary purpose when empirically tested by future researches.

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