Research about deviant behavior at vinamilk

LE QUOC VIET - CGSVN00018266 Page 3 ABSTRACT The study was set out to investigate the effect of the job overload; work tension; role conflict and ambiguity and work – family conflict on

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ADVISOR’S SIGNATURE

NGUYEN THE KHAI (DBA) ………

………

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ACKNOWLEDGEMENT 2

ABSTRACT 3

CHAPTER I: INTRODUCTION 4

II Significance of the study 7

III Objectives of the study 7

IV Research questions 8

V Introduction of Vinamilk 8

1 Company Description 8

2 Development History 10

3 Organizational structure of Vinamilk Corporation 13

CHAPTER II: LITTERATURE REVIEW 19

I Work – family conflict 19

II Role conflict and ambiguity 20

III Work tension 21

IV Job overload 21

V Deviant behavior 22

VI The relationship between work – family conflict and deviant behavior 23

VII The relationship between role conflict and ambiguity and deviant behavior 24 VIII The relationship between work tension and deviant behavior 25

IX The relationship between job overload and deviant behavior 26

CHAPTER III: RESEARCH MODEL AND HYPOTHESES 27

I Research model 27

1 Dependent Variables: 27

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IV Instruments 30

V Research Participants 32

VI Procedure for Data Collection and Analyze 32

CHAPTER IV: RESULTS AND FINDINGS 33

I Reliability statistics (Cronbach’s Alpha) 33

II Descriptive analysis 34

III Correlation statistic 35

IV Hypothesis Testing Result 35

CHAPTER 5: CONCLUSION 38

I Summary of the results 38

II Discussion and recommendation 38

1 Discussion 38

2 Recommendation 39

III Limitations 41

REFERENCES 42

APPENDIX A: SURVEY 47

APPENDIX B: PRESENTATION 56

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LE QUOC VIET - CGSVN00018266 Page 1

FIGURE & TABLE FIGURE

Figure 1: Business philosophy 12 Figure 2: Workforce indicators of Vinamilk and subsidiaries 16 Figure 3: Percentage rate of Management levels/Total labors 17 Figure 4: Chart of total number of labours base on gender and ages 17 Figure 5: Statistics on labour relations and fluctuation in the period 18

Figure 6: Proposed Research Model 27

TABLE

Table 1: Reliability statistics 34 Table 2: Descriptive statistics 34 Table 3: Correlations 35 Table 4: Model Summary 35

Table 6: Coefficients a 36 Table 7: Hypothesis statistics 38

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ACKNOWLEDGEMENT

I would like to thank Dr NGUYEN THE KHAI (DBA) for the continuous help that has provided me through out this research paper I would also like to thank all everyone that I selected for my questionnaire analysis Lastly, I would like to thank OUM, HUTECH and all my friend in Class K14C – MBAOUM0514 Surely, this will be helping us in many of our future projects

Student: LE QUOC VIET

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ABSTRACT

The study was set out to investigate the effect of the job overload; work tension; role conflict and ambiguity and work – family conflict on Vinamilk employee deviant behavior The effects of deviant behavior that have been examined under this study was collected through the use of standardized questionnaires Questionnaires were given personally to 300 managerial and non - managerial employees in all over 24 subordinate units of Vinamilk; there were 279 questionnaires returning, in which 269 completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis Conclusion: Job Overload management will minimize the collision of work and family The study indicated some improvements regarding Job overload management, work tension; role conflict and ambiguity and work – family conflict on Vinamilk employee deviant behavior so that it can mutually beneficial for organization and employees

Keywords: the job overload; work tension; role conflict and ambiquity;

work – family conflict and deviant behavior

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CHAPTER I: INTRODUCTION

Vinamilk is the biggest dairy corporation in Vietnam, with its headquarter located at No 10, Tan Trao Street, Tan Phu Ward, District 7, Ho Chi Minh City The company has 24 subordinate units and 1 satellite office with up to 5,400 staff and employees in total.(Source: https://www.vinamilk.com.vn)

After almost 40 years of development with policies for applying new technologies, facilitating innovation and creativity, Vinamilk has become an economic bright spot on the landscape of Vietnam joining the WTO Vinamilk is now one of the leading corporations in all aspects, significantly contributing to the development of the country and its people

Vinamilk’s strong and successful development over almost 40 years is the outcome of devotion and contribution of all members of the company under the outstanding leadership and direction of our key personnel who are not only talented, courageous but also wholehearted for the company’s achievements

As one of the leading companies in Vietnam, Vinamilk is highly aware of its influence to the community and the sustainable development of the society Vinamilk understand that the success of a business is reflected in not only its financial performance in each annual report but also, and more importantly, in the prominent and sustainable values that it could bring to people

This study explored work – family conflict; role conflict and ambiquity; work tension scale and job overload on Vinamilk employee deviant behavior

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I Motivation of the study

Practical economic and social life of Vietnam in recent years shows that, in terms of the market economy is always the tough competition, the management of human resources in each organization had a meaning it's extremely important decisions to the existence and development of the organization

In the enterprise management of human resources within the functions of the administrator The administrator role set out guidelines and policies oriented nature for the development of enterprises, so administrators are being a visionary, with qualifications high Who made the policy line that the other administrator is the executive staff, the result of work well or not depends very much on the capacity of staff.Management of human resources contribute to solving the social and economic aspects of the labor problem It is a problem of the whole society, of all economic activity

With its current scale, Vinamilk is the workplace of approximately 5,400 employees from various fields and industries who work in different conditions (offices, manufacturing factories, farms, etc.) Vinamilk desire is to create a cultural and civilized working environment for our employees To this end, we have always been consistent with and encouraged Vinamilk employees to follow the principles

of respectful and equal treatment to each other, regardless of their genders, regions and religions

Vinamilk’s strategic approach to human resource management and employee deviant behavior:

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 The long-term development strategy of Vinamilk is to achieve the target revenue of USD 3 billion and become one of the 50 biggest dairy companies in the world in the period of 2012-2017 Within this period, there are 3 important areas that create the driving forces to help Vinamilk achieve its mission:

 Developing strategic human resource management

 Maintaining and managing activities towards sustainable development

 Planning and implementing Knowledge, Innovation, and Change management

 Assets investment plan: To achieve the target revenue of USD 3 billion in

the period of 2012-2017 To maintain dividend payments to shareholders with an annual dividend rate of at least 30% on par value

 Corporate governance: To be an enterprise with accredited professional

management and structure To be an enterprise where the working environment enables employees to make out their best capabilities and contribution to the common goals, thus being one of the best working places for employees

 Vinamilk clearly aware of the importance of staff development in terms of creating a positive and efficient working environment A significant part of our budget is thus allocated for annual staff training programs, both internally and externally Our desire is to create the best opportunities and conditions for our staff

to improve their knowledge and personal development and in turn, contribute to the development of the company and community

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 In order to master the technology and modern equipment, Vinamilk very focused training and development of human resources Every year, about 10 students have exam results university entrance with good/excellent was recruited and sent Vinamilk training in the Russian Federation on the dairy industry The Director of Farm and Livestock Head, Animal Health is the company for the actual tour and learning experience at the dairy farms in the US advanced, Australia, Israel, etc

 Along with internal training, Vinamilk is currently coordinating with universities livestock sector - such veterinary Agriculture and Forestry University

of Ho Chi Minh City, Hue, Hanoi Agricultural University, etc put Last year students specialized veterinary doctor/engineer visiting livestock farms practice There, the company combines organize recruitment interviews they wish

to work in the farm long after graduation.Thanks attaches importance to investment

in human resources is the key factor should Vinamilk promising effective

implementation of long-term investment strategy was devised

II Significance of the study

Significance of this study is to find out whether work – family conflict; role conflict and ambiguity; work tension scale and job overload on Vinamilk employee deviant behavior

III Objectives of the study

The objective of this study is to develop a better understanding about how work – family conflict; role conflict and ambiguity; work tension scale and job overload

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on Vinamilk employee deviant behavior As a whole the objective of this study is to identify the important factors of deviant behavior due to which Vinamilk employee feel that their job work is conflicting with their family life and then factors of Vinamilk employee deviant behavior

IV Research questions

Basically this study was proposed as a limitation study where data was collected through work – family conflict; role conflict and ambiguity; work tension scale and job overload on Vinamilk employee deviant behavior and questionnaire

The Research questions are as follows:

- How are the work – family conflict on Vinamilk employee deviant behavior?

- How are the role conflict and ambiguity on Vinamilk employee deviant behavior?

- How are the work tension scale on Vinamilk employee deviant behavior?

- How are the job overload on Vinamilk employee deviant behavior?

V Introduction of Vinamilk

1 Company Description

VIETNAM DAIRY PRODUCTS JOINT STOCK COMPANY

STOCK CODE: VNM

 Company name: Công ty Cổ phần Sữa Việt Nam

 English name: Vietnam Dairy Products Joint Stock Company

 Abbreviated name: Vinamilk

 Charter capital: VND10,006,413,990,000

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 Headquarter: No.10 Tan Trao Street, Tan Phu Ward, District 7, Ho Chi Minh City

 Tel: (84-8) 54 155 555

 Fax: (84-8) 54 161 230

 Email: vinamilk@vinamilk.com.vn

 Website: http://www.vinamilk.com.vn/

 Business registration certificate and tax code: 0300588569

Vinamilk is the biggest dairy corporation in Vietnam At present, Vinamilk has 3 main branches in Ha Noi, Da Nang, Can Tho and one headquarter in Ho Chi Minh City With overseas market, Today Vinamilk’s products have been exported

to more than 30 countries worldwide, which include the South East Asian, the Middle East, Africa and other countries

After nearly 40 years of continuous innovation and development, brand Vinamilk has become familiar to consumers at home and abroad Not only that, now, Vinamilk continues to assert itself with its spirit of innovation and creativity not only in terms of production technology, but also on product categories Vinamilk's products always achieve the best quality according to international standards and meet the interests of each group of users

Vietnam Dairy Factory is equipped with production lines UHT milk with modern equipment and advanced manufacturing technology available today The plant operates on an automated production line, closed, from material input to product output

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The long-term development strategy of Vinamilk is to achieve the target revenue of USD 3 billion and become one of the 50 biggest dairy companies in the world in the period of 2012-2017

2 Development History

 1976: The Inception of Vinamilk Vinamilk was established on August 20,

1976 on the basis of three dairy factories from the old regime

 1986: Vinamilk was honored to receive the Independence Medal III

 1991: Vinamilk was proud to be awarded the Independence Medal II by the Government

 1994: In March 1994 Vinamilk officially inaugurated the first dairy factory

in Ha Noi

 1996: This was the first year that Vinamilk had the honor to receive the Independence Medal I from the Government

 2000: Vinamilk was awarded the title "Hero of Labor” by the Government

 2001: In May 2001, Vinamilk inaugurated Can Tho Dairy Factory

 2003:

 In May 2003, Vinamilk inaugurated Binh Dinh Dairy Factory

 In September 2003, Vinamilk inaugurated Sai Gon Dairy Factory

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 In December 2005, Vinamilk inaugurated Nghe An Dairy Factory

 2007: Vinamilk started to develop its material areas in Vietnam by building Tuyen Quang Dairy Farm

 2009:

 Thong Nhat, Truong Tho, Sai Gon dairy factories have been awarded the Certificate of "Green Enterprise” by the Ministry of Natural Resources and Environment for their achievements in environmental protection

 Vinamilk built the second dairy farm in Nghe An

 Vinamilk has opened the gateway to huge potential markets such as North American, the Middle East, Asia, America, Australia, Canada, France, Russia, Germany, Poland, Czech, China, Laos, and Cambodia

 2010:

 Vinamilk has, since 2010, made its investment in a company in New Zealand manufacturing whole milk powder with a capacity of 32,000 tons/year

 In addition, Vinamilk also invested in the US and opened more factories

in several countries Its export revenue accounts for 15% of total revenue and is increasing

 From 2005 to 2010 Vinamilk applied new technology, installed advanced equipment and machines to all of its factories

 Besides, Vinamilk also established health and nutrition consulting centers throughout the country and introduced over 30 new products

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 Vinamilk built the third and the fourth dairy farms in Thanh Hoa and Binh Dinh

 2011: Built a fifth dairy farm in Lam Dong, increasing the herd to 5,900 heads

 2012: Inaugurated Da Nang Dairy Factory, Lam Son Dairy Factory, Vietnam Beverages Factory with modern production lines originated from the US, Denmark, Germany, Italia, and the Netherlands

 2013: The most modern factory in the world which is fully automated and located in a 20 hectare area in My Phuoc 2 Industrial Zone

 2014: Vinamilk has become a familiar brand to Vietnamese and international consumers after 38 years of continuous innovation and development

 Vinamilk has been proving itself of strong spirit of constantly improving, innovating, seeking new directions so that the Company gets stronger and stronger

 Business philosophy:

 Vinamilk desires to become the most

favourite brand in every region and territory

Therefore, Vinamilk keep in our mind and our

heart that the quality and innovation are always

our most important companions We act with

customer-centered approach and commit to

respond to all their needs

Figure 1: Business philosophy

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 Always satisfy and be responsible for consumers’ needs by diversifying products and services, assuring quality, food safety with competitive price,

respecting the business ethics and complying with laws

3 Organizational structure of Vinamilk Corporation

 THE GOVERNANCE REGULATIONS: Vinamilk’s governance regulation

is a system of rules and principles to make sure the company is directed, managed, and controlled in an effective way for the interests of its shareholders and stakeholders

 THE CHARTER: The Charter of Vietnam Dairy Products Joint Stock

Company (Vinamilk) is a legal basis for the operation of the entire company, including the contents of company identity, methods of establishment, capital contributions, organizational structure, management, and operations of the company

 THE CODE OF CONDUCTS: Vinamilk’s Code of Conducts is the commitment that upholds the Integrity, promotes Respect, ensures Fairness, maintains Compliance and values Ethics, and is the lodestar for all daily operations

at Vinamilk, aiming to strong and sustainable development in the future

 ERP in Vinamilk has been officially put into use from 01/01/2007 ERP systems using Oracle E Business Suite solutions of Oracle by PYTHIS start from 15/03/2005 deployed module is composed of finance - accounting, procurement management - sales management, product management manufacturing and analytical results (Business Intelligence - BI) The work of technology transfer

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takes place across the company shares Vietnam Dairy - Vinamilk with 13 locations, including its headquarters in Ho Chi Minh City, logistic enterprises and branches, plants nationwide Experts said that the ERP system of Vinamilk currently has the

largest Vietnam

 Group structure and its subsidiaries, joint ventures and associates:

Source: Annual report 2014 of Vinamilk

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 Organisation and management structure of Vinamilk:

Source: Annual report 2014 of Vinamilk

Personnel Structure

 Sustainable Development Report 2014, Total number of Vinamilk’s employees in 2014 was over 5,500 people from different occupations, ages, and qualifications Vinamilk always maintains our view point of respect and equal treatment for employees, no discrimination on gender, region and religion Every person, in any field or any level, is facilitated to express their values and is a part of the success of the organization

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Figure 2: Workforce indicators of Vinamilk and subsidiaries

Source: Sustainable Development Report 2014 of Vinamilk

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Figure 3: Percentage rate of Management levels/Total labors

Figure 4: Chart of total number of labours base on gender and ages

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 Labor relations: The relationship between Vinamilk and labors is established base on voluntary:

 All employees shall be established labor contracts in accordance with the law and the requirements of the position

 All workers’ rights are guaranteed under the labour Law

 Vinamilk absolutely not used or forced children as labours

 Collective working agreement is applied to all employees

Statistics on labour relations and fluctuation in the period (Vinamilk and its subsidiaries):

Figure 5: Statistics on labour relations and fluctuation in the period

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CHAPTER II: LITTERATURE REVIEW

This chapter presents the body of organizational literature containing the base theory and relevant other theories used in this study This chapter includes the following:

 (1) Work – family conflict

 (2) Role conflict and ambiguity

 (3) Work tension scale

 (4) Job overload

 (5) Deviant behavior

 (6) The relationship between work – family conflict and deviant behavior?

 (7) The relationship between role conflict and ambiguity and deviant behavior?

 (8) The relationship between work tension scale and deviant behavior?

 (9) The relationship between job overload and deviant behavior?

I Work – family conflict

This measure, developed by Kopelman, Greenhaus, and Connolly (1983), uses eight items to assess the extent of the interrole conflict that occurs between work and family roles (work-family conflict) Grandey and Cropanzano (1998) suggest that by reversing the wording of the items so that the stressor is family demands, the measure can also be used 10 describe the spillover of family responsibilities to work roles (family-work conflict)

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Work-family conflict correlated positively with job involvement, work role conflict, work role ambiguity, work time demands, family role conflict, and family time demands It correlated negatively with social support from work and family, family satisfaction, job satisfaction, and life satisfaction (Adams et al., 1996; Carlson & Perrewé, 1999) When both the work-family conflict items and the items reworded to assess family-work conflict were examined in a factor analysis, two distinct factors were found with the items loading appropriately on the separate

factors

II Role conflict and ambiguity

This measure was developed by House, Schuler, and Levanoni (1983) to uddrcM criticisms that other measures for role conflict and ambiguity were poulbly confounded with stress and comfort That is, other role conflict measures used Items that were "stress worded,” whereas other role ambiguity measures used items that were “comfort worded.” In developing this measure of rote conflict and ambiguity House and colleagues (1983) developed and tested scales for both constructs Uling

a pool of 43 items These items loaded on two factor with ambiguity itemstontaining a mix of stress/ comfort and self/other worded statements The conflict factor contained Items worded in terms of stress caused by other parties

Role ambiguity correlated positively with role conflict, employee tainty, psychological strain, turnover intentions, job dissatisfaction, job decision latitude, and employee psychological distress (O’Driscoll & Bechr, 1994; Westman, 1992) Role ambiguity and conflict correlated negatively with job satisfaction

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uncer-LE QUOC VIET - CGSVN00018266 Page 21

(O'Driscoll & Beehr, 1994) Harris (1991) found evidence that employee role conflict and ambiguity may result only when the sources are perceived as external Employees may categorize internal sources of role conflict and ambiguity differently

III Work tension

This measure, developed by House and Rizzo (1972), describes an employee’s psychological or psychosomatic symptoms associated with tension experienced at work It includes the extent to which tension from wofk tends to keep employees awake at night and be constantly on an employee's mind

Job tension correlated positively with work role ambiguity, work role flict, work role stress, family role stress, wòrk-family conflict, family distress, turnover intentions, and poor physical health (Grandey & Cropanzano, 1998; Netemcyer ct al., 1990; Sanchez & Brock, 1996) Job tension correlated negatively with organizational commitment, job satisfaction, age, and self-esteem (Grandey & Cropanzano, 1998; Netemeyer ct al., 1990; Sanchez & Brock, 1996)

con-IV Job overload

This measure, developed by Caplan, Cobb, French, Van Harrison, and Pinneau (1980), uses 11 items to describe an employee’s job overload This focuses

on the employee’s perceptions of quantitative job overload (rather than mental strain or psychological pressure) It asks for description of the perceived pace and amount of work

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Job overload correlated positively with hours worked, competitiveness, firm

size, and absenteeism and correlated negatively with work satisfaction, job

satisfaction, and professional commitment (Dwyer & Ganster, 1991; Phelan et al 1993; Sargent & Terry, 1998; Wallace, 1997)

V Deviant behavior

This measure, developed by Aquino, Lewis, and Bradfield (1999), uses 14 items to describe two categories of deviant employee behaviors The two categories are interpersonal deviance and organizational deviance Interpersonal deviant behaviors inflict harm upon other individuals and include such actions as making an ethnic or racial slur against a co-worker or making an obscene gesture at a co-worker Organizational deviance includes behaviors that are directed at the organization itself or its systems, such as calling in sick when not really ill, lying about the numberof hours worked, or purposely ignoring a supervisor’s instructions

Interpersonal deviance correlated positively with organizational deviance and employee negative affect Interpersonal deviance correlated negatively with distributive justice, procedural justice, and interactive justice Organizational deviance also correlated positively with employee negative affect Organizational deviance correlated negatively with interactive justice (Aquino, Lewis, & Bradfield, 1999) Confirmatory factor analysis indicated that the two dimensions were empirically distinct from one another and distinct from distributive, interactive, and procedural justice (Aquino, Lewis, & Bradfield, 1999)

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VI The relationship between work – family conflict and deviant

behavior

United Kingdom health and safety commission London written that stress isthe reaction people have to excessive pressure or other types of demand placedon them Managing stress at work, (1999)

As discussed above that major stress factor at call centers are work load, roleambiguity and timing problem When call agents get high work load then they didn’t get spare time to spend it with their family and due to work stress their family life is disturbed Same in timing of job mostly in call canters timingstarts from night after some days call agents start getting stress because theywork at night and sleep in day time which affect their family life

When demands from family and work were equally mismatched and meetingdemands

of one field created difficulties in meeting demands of other field, itled to family conflict Gary, (1991) Work only collides with family lifewhen it is over or the timing is not proper the term, work-family conflictgenerally refers to the inter-role conflict in which the role demands from work are incompatible with role demands from family Beutell & Greenhaus, (1985)More specifically, the relationship between work and family has beenconceptualized as a bi-directional construct where work roles affect familyroles and vice versa Gutek, Searle, & Klepa, (1991) Work family conflict ismostly common in female employers because it is difficult for them to manage job and family at a time In females some are married and

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work-LE QUOC VIET - CGSVN00018266 Page 24

some are unmarriedmostly unmarried females manage their work and family but married womenalways face difficulties in managing work and family

VII The relationship between role conflict and ambiguity and deviant

behavior

Although the support for main effects of self-esteem on deviance remains mixed, an alternate perspective is that self-esteem may play a moderating role in its relation to deviance In particular, behavioral plasticity theory (Brockner, 1988) focuses on how self-esteem level moderates the effects of negative contextual variables (e.g., role stressors) on various outcomes Behavioral plasticity theory suggests that individuals with low levels of selfesteem are more reactive to contextual variables; as such, the relation between stressors and outcomes is hypothesized to be stronger for those low in self-esteem This strengthened relation

is thought to be due to the fact that individuals with low self-esteem are more likely

to rely on external cues and to generalize negative feedback to their broader sense

of self; such behaviors render them more susceptible to the effects of external factors (Brockner, 1988) In organizational research, behavioral plasticity theory has usually examined self-esteem as a moderator of the effects of role stressors, such as role conflict (the extent to which a role contains conflicting demands, requirements, and pressures) and role ambiguity (the extent to which a role’s goals and objectives are unclear or poorly defined) For example, studies have examined selfesteem as a moderator of the effects of these role stressors on performance and satisfaction

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(Pierce, Gardner, Dunham, & Cummings, 1993), strain (Grandey & Cropanzano,

1999), and symptoms of distress (Jex & Elacqua, 1999)

VIII The relationship between work tension and deviant behavior

One of the very interesting categories of behaviors in workplaces is deviant behaviors (Appelbaum et al, 2007) Negative deviant workplace behavior includes behaviors such as absenteeism, withdrawal, withholding effort at work, sexual harassment, unethical decision making, not following the manager’s instructions, intentionally slowing down the work cycle, arriving late to work, vandalism, rumor spreading and corporate sabotage (Robinson & Bennett, 1995) Different researchers have given different names to negative deviant behaviors including workplace deviance (Bennett & Robinson, 2003), counterproductive behavior, antisocial behavior (Giacolone & Greenberg, 1997), destructive behaviors, retaliatory behaviors, and organizational incivility (Golparvar & Karami, 2010) Generally, deviant behavior is defined as an intentional employee behavior that is harmful to the legitimate interests of an organization (Skarlicki, Folger & Tesluck, 1997; Bennett & Robinson, 2000; Martinko, Gundlach, & Douglas, 2002; Gruys & Sackett, 2003; Sackett, Berry, Wiemann & Laczo, 2006) Researchers recognized two categories of deviant behaviors, which are individually oriented deviant behaviors (e.g., acting rudely toward others) and organizationally oriented deviant behaviors (e.g., taking property without permission, intentionally doing low quality work and so on) Theoretically, deviance has often been recognized as a reaction to frustration/failure of organizational stressor factors such as financial, social, and

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working conditions Some empirical studies revealed that increasing job stress and emotional exhaustion have resulted from work overload, role ambiguity, work conflict and job demands beyond skills and resources available to individuals lead

to deviant behaviors (Sackett & DeVore, 2001; Boyd, Lewin & Sager, 2009)

IX The relationship between job overload and deviant behavior

Workload is defined as the amount of work which an individual has to finish within a given period (Chen & Spector, 1992) and excessive workload or role overload is one of the job stressors (Penny & Spector, 2005) or task-related stressors (Fox et al., 2001) Past studies have shown that workload has a significant relationship with deviant workplace behavior Employees are likely to exhibit deviant workplace behaviors in response to increases in job stressors For example,

a study done by Jonge and Peters (2009) found that the prevalence of deviant workplace behavior among health care workers was due to excessive workload that the workers have to accomplish Other studies have also found that role overload as

a job stressor was positively associated with deviant behaviors (Miles et al., 2002; Bayram et al., 2009)

A deviant behavior specifically bullying is reported to prevail especially in hostile working environments due to excessive workload (Hauge et al., 2007; Agervold, 2009) Apart from that, Stouten et al (2011) suggested that leaders should ensure that their employees do not experience role overload in order to reduce the occurrence of deviant behavior namely bullying at the workplace

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 Role conflict and ambiguity

 Work – family conflict

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