Deviant employee behavior in the eyes of colleagues: the role of organizational support and self-efficacy

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dc.authoridCETIN, FATIH/0000-0002-2487-9553
dc.authoridkalemci tuzun, ipek/0000-0001-6979-2040
dc.authoridBasim, Hamdullah Nejat/0000-0002-2605-9962
dc.contributor.authorTuzun, Ipek Kalemci
dc.contributor.authorCetin, Fatih
dc.contributor.authorBasim, H. Nejat
dc.date.accessioned2024-11-07T13:31:56Z
dc.date.available2024-11-07T13:31:56Z
dc.date.issued2017
dc.departmentNiğde Ömer Halisdemir Üniversitesi
dc.description.abstractThe present study investigates the influences of multifocal organizational support in the context of deviant employee behavior by examining the potential associations with employees' self-efficacy characteristics. The study proposes that perceived multifocal support and self-efficacy have a direct relationship with deviant behavior, and that these two variables interact in their relationship with deviant workplace behavior. Using self- and peer-reported data from 225 academics, hypothesized relationships were investigated using structural equation modeling. The results indicate that two different forms of support (organizational and supervisory) strongly influenced two different forms of deviant behavior (organizational and interpersonal). Whereas perceived organizational support decreases organizationally relevant deviant behavior, supervisory support decreases deviant behavior toward colleagues. The results also showed that high self-efficacy moderates both the negative relationship between organizational support and deviant behavior toward the organization and that between supervisory support and deviant behavior toward colleagues. The study also discusses the implications of these findings for managers, along with recommendations for future research.
dc.identifier.doi10.1007/s40821-016-0061-5
dc.identifier.endpage405
dc.identifier.issn1309-4297
dc.identifier.issn2147-4281
dc.identifier.issue3
dc.identifier.scopus2-s2.0-85027970955
dc.identifier.scopusqualityQ1
dc.identifier.startpage389
dc.identifier.urihttps://doi.org/10.1007/s40821-016-0061-5
dc.identifier.urihttps://hdl.handle.net/11480/15138
dc.identifier.volume7
dc.identifier.wosWOS:000413856800004
dc.identifier.wosqualityN/A
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherSpringer Heidelberg
dc.relation.ispartofEurasian Business Review
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_20241106
dc.subjectDeviant workplace behavior
dc.subjectOrganizational support
dc.subjectSupervisory support
dc.subjectSelf-efficacy
dc.titleDeviant employee behavior in the eyes of colleagues: the role of organizational support and self-efficacy
dc.typeArticle

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