Predicting counter productive work behavior: Why people do bad things at work
This study?s objective was to test a portion of Lawrence and Robinson?s (2007) theoretical model of workplace deviance and organizational resistance. This model suggests that managerial attempts to control and limit dysfunctional workplace behavior may incite such behavior, rather than prevent it. My hypothesis was that employees have a lower tendency of misbehaving at work if their level of need for control is highly correlated with the actual amount of autonomy they have over their work.82 participants over the age of 18 completed an online self-report survey about their behavior in the workplace and other situational variables. While the directions of the relationships tested were in the expected direction (negative), the results were not significant. Although no conclusions can be made from these results, significant results could be found with a few modifications of the method--in particular, a larger sample size is suggested.
Cassman, Marissa, " Predicting counter productive work behavior: Why people do bad things at work" (2008). URC Student Scholarship.
Ford Research Endowment