Predicting workplace deviance from the interaction between organizational justice and personality.

By Christine A. Henle. 2005

252 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/598a974de093fe0d477ef88bcab1ec2921d33983

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Citations in the corpus

An Investigation into the Effects of Work–Family Conflict and Job Satisfaction on Salesperson Deviance (2010, background): “Because the majority of deviance research has not been conducted from a sales/marketing perspective, the effect of deviance on the customer has been largely overlooked (Dunlop and Lee 2004; Henle 2005; Robinson and Bennett 1995).”
Honesty–Humility and a Person–Situation Interaction at Work (2010, background): “So, as hinted above, we hearken back to the extensive literature on interactions between personal and situational variables in general and CWB in particular (e.g. Flaherty & Moss, 2007; Henle, 2005; Skarlicki, Folger, & Tesluk, 1999) in order to address this issue.”
The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “In another view, Henle (2005) suggests that DWB is moderated through an interaction between individuals’ personality variables and organizational justice.”
The effect of organizational culture on deviant behaviors in the workplace (2019, unknown): “…and Skogstad (1996) indicate that whether behavior is interpreted, tolerated or accepted depends on the organizational culture; as such, ‘employees will commit deviant acts at work depending on the work environment they are in regardless of their individual characteristics’ (Henle, 2005: p. 248).”
Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behavior (2013, background): “Interventions that produce even modest reductions in CWB can help organizations achieve substantial savings (Henle, 2005).”
Positive and negative deviant workplace behaviors: causes, impacts, and solutions (2007, background): “In order to restore their sense of inequity, employees will often turn to resorting to acts of deviance (Henle, 2005).”
Leadership and fairness: The state of the art (2006, background): “, Henle, C. A., & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision.”
The Role of Job Demands and Emotional Exhaustion in the Relationship Between Customer and Employee Incivility (2010, background): “…because both factors have been shown to relate to counterproductive work behaviors and workplace aggression (Baron, Neuman, & Geddes, 1999; Henle, 2005) such that (a) males report performing these behaviors more than females and (b) younger workers report more deviant behaviors than older…”