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職場偏差行為之實證發現與展望：
2000~2015
亞洲研究的回顧
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4. Discussion
4.1 Theoretical Foundations and Practical Implications
To explain the correlates of deviant workplace behavior, scholars have adopted social
exchange theory, social comparison theory, affective events theory, resource conservation
theory, person-environment fit theory, and social learning theory. Several studies have paid
special attention to the issue of the social/cultural contexts of employee deviance. For
instance, one study examined how the frequency of drinking at work affects employees’
work-family conflicts; another study examined how drinking norms affect new employees’
job performance. In addition, one study examined the relationship between sexual
harassment by customers and employees’ service performance. These issues and the findings
in Asian contexts offer innovative understandings that were seldom examined in the West.
In terms of the managerial implications of our study, to reduce production deviance,
organizations can conduct training programs aimed at improving supervisory skills in
addition to building a friendly work environment. For political deviance, organizations
should establish formal communication channels to facilitate interactions between employees
and managers, and to avoid political clashes within organizations. For personal aggression,
studies show that status differences and the characteristics of targets are factors that lead to
personal offenses, sexual harassment, abusive supervision, etc. Therefore, organizations
should implement programs directed at minimizing the frequency of personal aggression.
Overall, deviant workplace behavior was found to have a negative impact on both
companies’ financial performance and employees’ psychological well-being. Therefore,
management should treat employees with fairness and dignity, and should establish strong
social bonds with employees to establish their commitment and attachment and reduce their
deviant behavior.
4.2 Implications in Relation to Culture
Cultural contexts were found to be a significant factor affecting individuals’ deviant
workplace behavior. Nevertheless, most of the studies in our sample adopted Western
theories, with limited examination of the antecedents or consequences of workplace deviance
in relation to culture. The few exceptions included finding that Chinese who scored high on
traditional values tend to be more receptive to abusive supervision than counterparts who
scored low on traditional values (Liu et al., 2010). Similarly, differences in deviant
workplace behavior were also found between employees in high vs. low power distance
countries (e.g., Lam et al., 2002; Jacobson et al., 2013).