When good employees go bad: How organizations facilitate workplace deviance

We have discussed workplace deviance several times in the past—and for good reason. In fact, according to one researcher, deviant behaviors may cost organizations $50 billion annually and may account for as many as 20% of failed businesses! Because of this, it is clearly a problem worthy of careful consideration.

Although employee deviancy is, of course, an issue best dealt directly with the offending employee, did you know that organizations may also be partially to blame?

In a recent article on APA’s Good Company Newsletter, Drs. Matthew Grawitch (Saint Louis University) and LaMarcus (Marcus) Bolton (CMA) shared insight into the matter. The researchers note that organizations may facilitate workplace deviance by creating dysfunctional cultures. As explained by Marcus:

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There are two things that may be responsible for dysfunctional cultures. The first is toxicity within the senior leadership ranks of an organization. These “toxic” leaders may focus on self-interests and short-term organizational goals. The second is due to the social pressures from deviant coworkers. These deviant employees may pressure and/or serve as role models to others as to what constitutes “acceptable” behavior.

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The researchers provide two recommendations for preventing dysfunctional cultures:

•  • Eliminate toxic leaders and deviant employees
•  • Reward pro-social behavior/reprimand deviant behavior

For more information or for other tips on eliminating a dysfunctional organizational culture, see the original APA article.