Managerial factors causing deviant behavior in organisation
The most evident reason for counterproductive or deviant behaviour is revenge directed toward the managers or the management. In an attempt to restore their dignity, employees hit back or discipline the manager even if they will not gain directly from being involved in a deviant behaviour.
In most cases connection between alleged injustice and unfairness reflect fundamental desires to revenge. Employees seeking to avenge use CWB as their tool. According to research, some even sacrifice the monetary gain to get an opportunity to castigate the unjust individual. In such cases employees in an attempt to get back at their supervisor or organization may get involved in activities that increase expense or affects the quality of product or services and general sales (Ajzen 1991).
Apart from the managerial issues there are factors like the social pressure to conform and emotional or personal status of the employee. Social pressure to conform in organizations where there are organization norms may push members to comply to avoid punishments for non-conformity.
In a workplace that exposes employees to undue pressure may push them to deviant behaviours. In another example where a group of workers for example sales representatives have deemed some deviant behaviours acceptable they will definitely coerce new employees to conform to the same habits, for example cheating in sales (Jones 2009).
On individual factors some employees may not have emotional stability or they may be going through circumstances or have personal traits that would push them to work deviance. Such factors like low emotional stability, low agreeableness, external locus of control and cynicism are some of the personal traits which can be solved by personal counselling.
Age may at times affect the tendency of individuals engaging in deviant behaviours. Financial pressures may also tempt an employee to get involved in counterproductive or deviant behaviour (Litzky, Eddleston, Kidder 2006).