Interactive effects of personality and perceptions of the work situation on workplace deviance.

By Amy E. Colbert, M. K. Mount, James K. Harter, L. Witt, Murray R. Barrick. Journal of Applied Psychology, 2004

619 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f287c7ea4140986ed5c066968acbf2beba20730f

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “According to a negative norm of reciprocity, employees who perceive that they are treated with low fairness may reciprocate in kind by engaging in deviant behavior (Colbert et al., 2004; Cropanzano and Rupp, 2008).”
The effect of organizational culture on deviant behaviors in the workplace (2019, positive): “…and situational predictors are relevant to WDB; in fact, a number of studies have provided evidence in support of a “person x situation” model (Aquino, Galperin, & Bennett, 2004; Colbert et al., 2004; Inness, Barling, & Turner, 2005; Spector, Fox, & Domagalski, 2006; Vardi & Weitz, 2004).”
Effects of Job Satisfaction and Conscientiousness on Extra-Role Behaviors (2010, background): “Specifically, interaction effects may occur for CWBs due to the potential effect of conscientiousness on employees’ thresholds for engaging in CWBs ( Colbert et al. 2004 ).”
The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “In practice, when a behavior that takes a deviance format becomes a common behavioral norm in an organization, it constitutes a costly organizational problem (Colbert et al., 2004).”
The influence of workplace exclusion and personality on counterproductive work behaviours: An interactionist perspective (2009, background): “In fact, a number of researchers have provided evidence in support of a Person6 Situation model (Colbert et al., 2004; Keashly & Harvey, 2004; Neuman & Baron, 1997, 1998; Romero-Canyas & Downey, 2006; Vardi & Weitz, 2004).”
Thriving at work: A meta‐analysis (2019, background): “Finally, emotionally unstable employees are predisposed to experience hopelessness and a lack of energy (Colbert, Mount, Harter, Witt, & Barrick, 2004) — states that can be characterized as the opposite of vitality.”