Managing Organizational Deviance

Front Cover
Roland E. Kidwell, Christopher L. Martin
SAGE, 2005 - Business & Economics - 357 pages
The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Focusing on the successful management of deviant behavior in the workplace and the role of the organization in creating conditions for this behavior is a crucial topic of study for those interested in Organizational Behavior and Human Resource Management. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way.
 

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Contents

1 The Prevalence and Ambiguity of Deviant Behavior at Work
2 Why Good Employees Make Unethical Decisions
3 The Role of Leaders in Influencing Unethical Behavior in the Workplace
4 Badmouthing the Company
5 Withholding Effort at Work
6 Managing Noncompliance in the Workplace
7 The Difficulties of Telling the Truth at Work
8 Bullying and Harassment in the Workplace
10 Managing Organizational Aggression
11 Addictive Behavior in the Workplace
12 I Deserve More Because My Name Is on the Door
13 Organizational Deviance and Culture
Name Index
Subject Index
About the Editors
About the Contributors

9 Discouraging Employee Theft by Managing Social Norms and Promoting Organizational Justice

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About the author (2005)

Roland Kidwell is an associate professor of management in the College of Business Administration at Niagara University (NY). He has a PhD in business administration from Louisiana State University. His research interests include withholding effort in work groups and other collectives, business ethics and human resource issues in small businesses. His research has appeared in various academic journals including the Academy of Management Review, Journal of Management, Journal of Accounting and Public Policy, Small Group Research and Journal of Business Ethics. He co-authored the text, HRM from A to Z, Critical questions asked & answered (2001: McGraw-Hill Irwin).

Christopher L. Martin is Dean of the Frost School of Business and holder of the Linco Eminent Scholars Chair of Business Administration at Centenary College of Louisiana. Prior to joining Centenary, Dr. Martin was professor and chair of the Department of Management and Marketing at Louisiana State University in Shreveport. His writings have addressed organizational fairness, anger and disruptive workplace behavior, technologically driven change, organizational downsizing, human resource management strategy, trust, and leadership. His research has appeared in numerous journals, including The Journal of Applied Psychology, The Academy of Management Journal, Journal of Management, OBHDP, and Administrative Sciences Quarterly. In addition, the managerial implications of this work have been noted by The Wall Street Journal, The Washington Post, The New York Times, CNN, USA Today and Business Week. Dr. Martin co-author of the McGraw-Hill/Irwin text, HRM From A to Z.

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